The Impact of Leader Status-Leveling Behavior on Employees’ Perceptions of Leader Warmth

In response to growing organizational efforts to promote diversity, equity, and inclusion (DEI), many leaders are encouraged to adopt behaviors that reduce hierarchical distance—known as status-leveling behavior. While prior research has emphasized its benefits for employees, little is known about its effects on leaders themselves. This study shifts the focus to examine whether, and for whom such behavior enhances employees’ perceptions of leader warmth. Drawing on the Stereotype Content Model (SCM), we propose that leader status-leveling behavior fosters employees’ perceptions of leader warmth. Moreover, we explore the moderating role of leader gender based on competing predictions derived from gender stereotype and counter-stereotype perspectives. Using a video-based scenario experiment, we aim to test the hypothesis that leader status-leveling behavior enhances employees’ perceived leader warmth rather than competence, and the effect is stronger for male leaders. Overall, this study advances leadership research by repositioning status-leveling as a strategically effective leadership behavior and clarifying how and when it shapes employees’ evaluations of their leaders.