Validation of Facial Attributions in Leadership Emergence: Trustworthiness and Age in Chinese Mid-Level Management /

The attributions made to faces are well described by two dimensions of apparent trustworthiness (valence or warmth) and apparent competence (dominance and power) (1). This model has been extended to include a third dimension of apparent age and attractiveness (2). Previous research has tested the association between appearance and leadership attainment for high-level leaders such as elite politicians and chief executive officers of top performing organisations in the US and Western Europe. Here we focus on a Chinese organisational context and explore how facial attributions are associated with appointment at mid-level managerial positions. Participants rated leadership, competence, trustworthiness, attractiveness and age of faces of male employees of a Chinese Real Estate company. Our findings reveal that apparent trustworthiness and age are more critical predictors of leadership attainment than competence or attractiveness in the context of mid-level management in China. The study supports the three-dimensional attribution framework and reaffirms the importance of facial cues in leadership selection across diverse cultural settings.