41 01 / 24 PERSONALquarterly Proaktive Förderung von Diversität: Arbeitsumgebungen, die durch Diversität gekennzeichnet sind und in denen der Umgang mit verschiedenen Altersgruppen zur Normalität geworden ist, können dazu beitragen, die Abwertung jüngerer und weiblicher Führungskräfte zu reduzieren. Solche Umgebungen fördern den Abbau von Vorurteilen und schaffen eine inklusive Kultur. Die Einführung von (alters-)diversen Teams sollte daher ein integraler Bestandteil der Personalstrategie sein. Dies lässt sich durch gezielte HR-Richtlinien, inklusive Rekrutierungsstrategien und spezialisierte Schulungsprogramme, unterstützen. Die Schulungen könnten bspw. das Bewusstsein für Altersstereotypen gegenüber jüngeren und älteren Personen schärfen und spezifische Fähigkeiten für einen inklusiven Führungsstil vermitteln. LITERATURVERZEICHNIS Buengeler, C./Homan, A. C./Voelpel, S. C. (2016): The challenge of being a young manager: The effects of contingent reward and participative leadership on team-level turnover depend on leader age. Journal of Organizational Behavior 37, 1224–1245, https://doi.org/10.1002/job.2101 Cole, E. R. (2009): Intersectionality and research in psychology. American Psychologist 64, 170–180, https://doi.org/10.1037/a0014564 Daldrop, C./Buengeler, C./Homan, A.C. (2023): An intersectional lens on young leaders: Bias toward young women and young men in leadership positions. Frontiers in Psychology 14, https://doi.org/10.3389/fpsyg.2023.1204547 Eagly, A. H./Karau, S.J. (2002): Role congruity theory of prejudice toward female leaders. Psychological Review 109, 573–598, https://doi.org/10.1037/0033295X.109.3.573 Francioli, S. P. /North, M. S. (2021): Youngism: The content, causes, and consequences of prejudices toward younger adults. Journal of Experimental Psychology: General 150, 2591–2612, https://doi.org/10.1037/xge0001064 Hester, N./Payne, K./Brown-Iannuzzi, J./Gray, K. (2020): On Intersectionality: How Complex Patterns of Discrimination Can Emerge From Simple Stereotypes. Psychol Sci 31, 1013–1024, https://doi.org/10.1177/0956797620929979 Irehill, H./Lundmark, R./Tafvelin, S. (2023): The well-being of young leaders: demands and resources from a lifespan perspective. Frontiers in Psychology 14, https://doi.org/10.3389/fpsyg.2023.1187936 Kunze, F./Menges, J.I. (2016): Younger supervisors, older subordinates: An organizational-level study of age differences, emotions, and performance. Journal of Organizational Behavior 38, 461–486, https://doi.org/10.1002/job.2129 Lemke-Matwey, C. (2023): Joana Mallwitz: „Wir machen Leben!” Die Zeit, Nr. 36. Offermann, L. R./Coats, M. R. (2018): Implicit theories of leadership: Stability and change over two decades. The Leadership Quarterly 29, 513–522, https://doi.org/10.1016/j.leaqua.2017.12.003 Posthuma, R. A./Campion, M. A. (2009): Age stereotypes in the workplace: Common stereotypes, moderators, and future research directions. Journal of Management 35, 158–188, https://doi.org/10.1177/0149206308318617 Rosette, A. S./de Leon, R. P./Koval, C. Z./Harrison, D. A. (2018): Intersectionality: Connecting experiences of gender with race at work. Research in Organizational Behavior 38, 1–22, https://doi.org/10.1016/j.riob.2018.12.002 Rudman, L. A./Moss-Racusin, C. A./Phelan, J. E./Nauts, S. (2012): Status incongruity and backlash effects: Defending the gender hierarchy motivates prejudice against female leaders. Journal of Experimental Social Psychology 48, 165–179, https://doi.org/10.1016/j.jesp.2011.10.008 Walter, F./Scheibe, S. (2013): A literature review and emotion-based model of age and leadership: New directions for the trait approach. The Leadership Quarterly 24, 882–901, https://doi.org/10.1016/j.leaqua.2013.10.003 Zhang, T./North, M. S. (2020): What goes down when advice goes up: Younger advisers underestimate their impact. Personality and Social Psychology Bulletin 46, 1444–1460, https://doi.org/10.1177/0146167220905221 SUMMARY Research question: What challenges and barriers do young leaders face, and how does gender influence their acceptance and perception in the workplace? Methodology: In two pre-registered experimental studies involving 1,903 U.S. participants, we examined the causal effects of age and gender on evaluating individuals as leaders. Practical implications: To minimize the devaluation of young leaders, focus should be placed on demonstrated leadership experience and professional success as indicators of competence rather than on age. Additionally, proactive promotion of age diversity in companies through targeted HR policies and training programs can reduce biases and foster an inclusive work culture. CHRISTOPH DALDROP Doktorand am Lehrstuhl für Personal und Organisation Christian-Albrechts-Universität zu Kiel E-Mail: daldrop@bwl.uni-kiel.de www.perso-orga.bwl.uni-kiel.de/de/team/ daldrop
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