Age Bias in Leadership : Antecedents, Mechanisms, and Contingencies

This dissertation examines age biases against young leaders, spotlighting the antecedents, mechanisms, and contingencies underlying this phenomenon. As organizations embrace age diversity, leadership roles continue to be overshadowed by implicit and explicit biases against young leaders. Essay 1 investigates these biases, highlighting the incongruence between age stereotypes and leader role expectations. Stereotypes depicting less competent young adults may result in role incongruity with typical and ideal leader roles. Essay 2 focuses on the intersection of age and gender, revealing that young women and men face age bias in leader status ascriptions. Further, results imply that age bias can sometimes overshadow gender bias. Essay 3 illuminates young leaders' unique challenges, attributing them to perceptions of relevance and scarce legal protections. Essay 4 further examines how perceptions are influenced by the evaluator's age and the organizational context. Empirical evidence drawn from archival and experimental research suggests that while young leaders might face challenges in traditional roles, these challenges are mitigated in change-oriented leader roles, given their stereotypical perception as more creative and dynamic. In summary, this research accentuates the imperative for organizations to address age biases at work actively, leveraging the full potential of a diverse workforce and fostering an inclusive environment for all age groups.

Rights

Use and reproduction:


CC BY-NC 4.0

Please note that individual components of the publication may be subject to other licensing or copyright conditions.

Cite

Citation style:
Daldrop, C., 2024. Age Bias in Leadership: Antecedents, Mechanisms, and Contingencies.
Could not load citation form.