The Challenge of Claiming Leadership for Younger Female Managers

Exploring Differences Between Employees’ Behaviors and Perceptions

Bibliographic Data

ID9744982
AuthorsSofia Schlamp (0000-0003-4303-5804, Vrije Universiteit Amsterdam, corresponding author), Fabiola H Gerpott (0000-0002-2585-3427, WHU – Otto Beisheim School of Management), Tanja Hentschel (0000-0002-3037-1107, University of Amsterdam), Lioba A Gierke (0000-0003-0540-9908, WHU – Otto Beisheim School of Management), Niels Van Quaquebeke (0000-0002-6141-4659, Kühne Logistics University)
Year2026
Volume33
Issue1
Pages44-66
Publication date2026-02-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueJournal of Leadership & Organizational Studies (JOURNAL)
Journal identifiersISSN: 1548-0518 • E-ISSN: 1939-7089
PublisherSAGE Publications (PUBLISHER • US)
DOI10.1177/15480518251360815
OpenAlexW4412885599
LanguageEN
References cited138

Leadership is critical to any enterprise, raising the question of when managerial leadership is accepted—specifically, whether managers communicate in ways that earn employee endorsement. The claiming and granting framework suggests managers can claim leadership, but employees may or may not grant it. Yet most research relies on retrospective evaluations and overlooks actual verbal behaviors. Moreover, responses to leadership claims likely depend on a manager's demographics, particularly age and gender. While studies often examine these cues in isolation, their interplay matters. To explore this, we fine-coded 37,277 verbal behaviors from 68 manager-employee dyads during workplace meetings. Male and female managers claimed leadership equally often. However, for female managers younger than their employees, claiming leadership was linked to lower post-meeting endorsement—but not to in-meeting granting. In contrast, older female managers received the highest post-meeting endorsement across all age-gender constellations when claiming leadership. For male managers claiming leadership, age was unrelated to endorsement. These findings highlight how subtle gender and age biases shape leadership acceptance: younger female managers, in particular, may face undermined authority without overt resistance. Raising awareness of these dynamics is key to fostering equitable leadership recognition

Business · Leadership style · Management · Perception · Political science · Public relations · Gender Diversity and Inequality · Job Satisfaction and Organizational Behavior · Psychology · Social and Intergroup Psychology · Social Psychology

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