How a manager’s background shapes perceived leader credibility: A survey experiment among teachers and civil servants in The Netherlands

Abstract

This study examines the effect of line managers’ professional and managerial background on perceived leader credibility in people-processing and people-changing organizations. Findings from a vignette experiment among teachers and civil servants working in (local) government in the Netherlands indicate that a professional and managerial background increases perceived leader credibility. The effect of a managerial background on perceived leader credibility is stronger in people-changing organizations than in people-processing organizations. We conclude that line managers’ background matters for understanding perceived leader credibility, but that the dimensions of leader credibility should be considered. More research is needed to better understand the implications of the organizational context on employees’ perceptions of line managers in public organizations.