Gender Differences in How Leaders Determine Succession Potential: The Role of Interpersonal Fit With Followers

Abstract

This paper examined the existence of gender differences in the degree to which leaders’ perceptions of successor potential is influenced by interpersonal fit. In Study 1 ( N = 97 leaders, N = 280 followers), multi-source field data revealed that for male leaders, ratings of followers’ potential as successors were positively related to interpersonal fit, measured by the degree to which followers’ saw their leadership as being close and interpersonal (i.e., being coaching, transformational, and leading by example). For female leaders, these relationships were absent, suggesting that they are less influenced by interpersonal fit. In Study 2 ( N = 311 leaders), a scenario study provided causal evidence that male leaders rated potential successors more positively when they perceived greater interpersonal fit with followers, whereas female leaders’ successor ratings were not informed by perceptions of fit. We discuss the theoretical and practical implications for gendered leadership successor perceptions in organizations.

Gender Equity in Leadership and Conferences of the Stroke Society of Australasia

“…An example of a clear guideline would be to make formal hiring, promotions, and reviews fair, relying less on sponsor activities of leaders, who are often men. Previous studies have shown that men prefer to hire other men in male-dominated professions and can be illustrated by the so-called old boys network where male leaders “feel more socially similar to, or experience more interpersonal fit with, prospective male successors, which leads them to evaluate these successors more positively” [12].…”

Opportunities and Barriers to Leadership for Female Finance Leaders in the Uk

“…Female experiences in careers differ from male experiences, often going unrecognised by boards and senior management (Moen and Shin-Gap, 2009). The disconnect between traditional career paths and women's needs can lead to high turnover rates and hinder promotion (Rink et al, 2019). Performance emphasis can indirectly discriminate against women, as performance appraisals often fail to measure their contributions (Rink et al, 2019).…”

“…The disconnect between traditional career paths and women's needs can lead to high turnover rates and hinder promotion (Rink et al, 2019). Performance emphasis can indirectly discriminate against women, as performance appraisals often fail to measure their contributions (Rink et al, 2019). Long hours, a culture of presenteeism, and male groupthink can further deter women from entering or staying in finance (Annis, 2017).…”

Uncovering the Driving Forces behind Succession Planning in Namibian Commercial Public Enterprises: A Look at Executive Leadership

“…According to Rink et al [22] stereotypical behaviour and interpersonal likeness reinforce each other. In this approach, the desire to have successors who reflect traditional (male) leadership ideals increases organisational similarity.…”