Young Leaders for Change? Bias Against Younger Leaders Depends on Organizational Change and Evaluator Age
Claudia Buengeler
Younger leaders are often perceived as less prototypical and legitimate, particularly by older evaluators and in traditional leadership contexts. Integrating leadership categorization theory with a connectionist perspective on prototype activation, we examine how age bias in leadership perception is shaped by organizational context and evaluator age. In an experiment (N = 658), we manipulated CEO age and leadership role (traditional vs. change-oriented) to test the underlying mechanism of prototype (mis)match. Older evaluators rated younger CEOs as significantly less prototypical in traditional roles but not in change-oriented roles, whereas younger evaluators showed no consistent bias. In a complementary archival study of 1,573 CEO successions in S&P-listed firms (2000–2020), higher average board age predicted a lower likelihood of appointing a younger CEO—an effect attenuated under conditions of organizational change (dismissal of the predecessor and external succession). Together, the findings show that age bias is context-dependent, amplified by evaluator age and stability-focused settings, but attenuated in change-oriented contexts. This research identifies key boundary conditions under which younger leaders can overcome prototype incongruence.