Too young to lead? Role incongruity explains age bias against young leaders

Although no evidence suggests that young leaders are less effective than older ones, lowered perceptions of leadership suitability may limit their career advancement. This research examines age bias against young leaders by investigating why they are perceived as less leader-like and identifying observers more likely to endorse these perceptions. Drawing on role congruity theory and age stereotypes, we argue that young adults are perceived as incongruent with leader roles because they are stereotyped as agentic-dominant (e.g., demanding, risky) while lacking agentic-competence (e.g., intelligent, dedicated) and communal qualities (e.g., caring, honest). From a lifespan perspective, we propose that stereotypes become more salient with observer age, amplifying the perceived incongruity between young adults and leader roles. We test these hypotheses in an experimental study with two independent samples: Sample 1 (N = 201) assessed attributes for typical and ideal leaders, while Sample 2 (N = 711) evaluated young, middle-aged, and older adults on the same attributes. Findings indicate that young adults are perceived as incongruent with both leader roles, with this effect being stronger among older observers. This research advances understanding of age bias by highlighting the distinct challenges young leaders face and the role of observer age in shaping leadership perceptions.