Servant Leadership Through a Gendered Lens: Role Congruity, Warmth-Competence Perceptions, and Leader Effectiveness

This study pivots from the universally beneficial view of servant leadership and examines how leader gender shapes its effectiveness evaluations through followers' warmth and competence perceptions. Combining role congruity theory and the stereotype content model, we propose a congruity trap model and suggest that servant leadership produces different effectiveness evaluations depending on leader gender. Specifically, we hypothesize that servant leadership interacts with leader gender to produce divergent warmth and competence perceptions, and these perceptions in turn lead to perceived leadership effectiveness. In a 2 × 2 between-subjects online experiment (Study 1; N = 298), we found that servant leadership and leader gender interacted to predict both warmth and competence perceptions as hypothesized. In a three-wave time-lagged field study with full-time employees in China (Study 2; N = 194), we obtained partial support that the servant leadership and leader gender interaction was significant for competence perceptions but not for warmth perceptions. Gender-contingent differences in perceived effectiveness were more clearly transmitted through the indirect pathway involving competence. Taken together, these findings suggest that the competence perceptions constitute the more consistent mechanism through which servant leadership behaviors produce divergent evaluation outcomes for female and male leaders. Overall, our model and findings reveal that the benefits of servant leadership are not equally available to all leaders, illuminating how gender stereotypes create divergent evaluation outcomes from identical leadership behaviors.