Are people-oriented leaders perceived as less effective in task performance? Surprising results from two experimental studies

In the leadership literature, there is consensus that leadership effectiveness is associated with two basic dimensions: people orientation and task orientation. The present work suggests that, when making judgments of leaders, observers tend to perceive these dimensions as opposed. In particular, data from two experimental studies indicate that people orientation of target leaders reduces the extent to which they are perceived as competent in task-related leadership activities such as managing a financial transaction, guaranteeing the quality of manufacturing processes or increasing profits. These findings are tested in relation to both male and female target leaders. Implications of these results for management research are discussed in terms of how people orientation and effectiveness in task-related managerial activities may be perceived by observers as two opposite sides of a continuum.