Decoding Leadership Signals: Intersectional Perceptions of Agency, Communion, and Transformational Leadership Behaviors

Abstract

This research contributes to ongoing debates about whether transformational leadership behaviors (TLBs) are evaluated equitably across leader race and gender by examining the social signals these behaviors convey. Specifically, the studies explore whether TLBs are interpreted as agentic or communal signals, and whether these interpretations confer a leadership advantage or disadvantage for women and racial minorities through agency and/or communion. Across two studies, this research investigated how followers describe, interpret, and evaluate TLBs enacted by leaders varying in race and gender, through the lens of agency and communion. In Study 1 (N = 308), Structural Topic Modeling was utilized to analyze open-ended follower descriptions of leader behavior and identified seven distinct topics (i.e., behaviors). Most topics aligned with Stock et al.'s (2023) existing TLB taxonomy. Dictionary analysis revealed that overall TLBs were described in more agentic rather than communal terms, and that male leaders were described in more agentic terms than female leaders. Topic prevalence also varied by leader race and gender, suggesting that certain behaviors are more salient for different leader groups. Drawing from signaling theory, leadership categorization theory, and intersectionality, Study 2 proposed that the effectiveness of TLBs would be mediated by how they are interpreted as signals of agency or communion, and that these interpretations would be moderated by the leader's demographic characteristics. In Study 2 (N = 268), TLBs were experimentally manipulated in scripted speeches in a 2 (TLBs Present or Absent) x 2 (Race: White or Black) x 2(Gender: Male or Female) experimental design. Results revealed that TLBs increased transformational leadership (TFL) evaluations across all groups (Cohen's d= 0.71). However, mediation analysis showed that this effect was driven by perceived communion and not agency, and that the strength of this pathway varied by leader race. Specifically, White leaders experienced a stronger "communal boost" than Black leaders when enacting TLBs, which increased their TFL evaluations. This effect was strongest for White women, and did not occur for Black women. White women also experienced a competence penalty when enacting TLBs. Together, these findings highlight the role of leader characteristics (i.e., race and gender) in social perception and interpretations of leadership behaviors.