The aim of the present study was to investigate both antecedents and follower outcomes of leader group prototypicality as well as followers&rsquo / social identification with the group in two theoretical models guided by the propositions of social identity theory (SIT / Hogg, 1996) of leadership. The first model suggested that specific leadership styles (i.e., paternalistic, relationship-oriented, and task-oriented) predicted perceived leader group prototypicality and followers&rsquo / social identification depending on certain follower characteristics (i.e., cultural orientations and motivational tendencies). In the second model, proximal and distal follower outcomes of leader group prototypicality and the moderating role of follower social identification in these relationships were investigated. The findings revealed that followers&rsquo / individualism orientation moderated the link between task-oriented leadership and leader group prototypicality whereas both collectivism and individualism moderated the relationship between paternalistic v leadership and leader group prototypicality. The effects of task-oriented leadership on followers&rsquo / identification with the work group was enhanced by followers&rsquo / need for affiliation. Leader group prototypicality was positively associated with job satisfaction through its positive effects on personal attraction towards the leader, and followers&rsquo / leadership effectiveness perceptions and trust as well as its negative effects on social attraction and responsibility attributions for negative leader behaviors. The results are discussed in terms of theoretical and practical implications along with suggestions for future research.

<p dir="ltr">Experimental vignette methodology was utilized to investigate the relationships between leader group prototypicality, identity denial, and three leader outcomes (i.e., charisma, trust, and endorsement). Participants were randomly assigned to one of three experimental conditions: general advocacy (control), ingroup advocacy, and ingroup anti-advocacy. We hypothesized that a Black, male target displaying ingroup advocacy behaviors would be perceived most favorably while a Black, male target displaying ingroup anti-advocacy behaviors would be perceived most poorly. Furthermore, we predicted that identity denial, measured via perceived racial identification, would serve as a mediator. Overall, we found support for our hypotheses, with the exception being that there were no significant differences in leader outcome ratings when comparing the general advocacy condition to the ingroup advocacy condition, even despite the significant mediation throughout all conditions. In summary, Black Americans on average do not expect a Black, male leader to help other Black employees, but he is expected to not devalue or trivialize his Black identity. Doing so would lead to identity denial and less positive evaluations. In contrast, standing in solidarity with the ingroup increases the leader’s perceived racial identification the most and this in turn helps to bolster leader outcomes. Although future research should test climate change as a valid control condition, our pattern of findings suggests that environmental sustainability should be a safe topic for a Black, male leader to advocate for if he wishes to remain more neutral on matters pertaining to race.</p>