Date of Award

7-2024

Document Type

Thesis

Degree Name

Master of Science (MS)

Department

Psychology

First Advisor

Dr. Lisa Steelman

Second Advisor

Dr. Patrick Converse

Third Advisor

Dr. Kimberly N. Sloman

Abstract

In congruence with implicit leadership theory, research shows that individuals value agentic traits in potential leaders more than communal traits. However, traits identified as “preferable” or “more valuable” in leader candidates are not always aligned with traits that are typical of an effective or competent leader. If our industry wants to put effective leadership into practice, we must also know how effective leaders are chosen and encouraged further. Here I have explored one small aspect of this research by looking at gender differences in leader potential and leader effectiveness.

This study investigated the role of self-confidence on leader identification and the extent to which participants are viewed as having leadership potential and leadership competence by an external rater. Based on social role theory and implicit leadership theory, this study examined the extent to which these relationships are moderated by the participant’s gender. A relationship was found between leadership identification, self-rated internal, and external self-confidence that was moderated by gender. However, external rater scores were not found to be moderated by gender and were not found to have a relationship with participant ratings of themselves at all. Theoretical and practical implications are discussed.

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