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Leadership often serves as an explanatory category for performance outcomes (i.e., failure and success). This process can strengthen or weaken leadership effectiveness, because contingent on their performance leaders may gain or lose follower endorsement - the basis of leadership. Drawing on the social identity analysis of leadership, the authors hypothesized that leader group prototypicality and performance information interacts to predict followers' perceptions of leadership effectiveness. Because group prototypical leaders are more trusted by their followers, they hypothesized that group prototypical leaders are evaluated as more effective after failure information than non-prototypical leaders.
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