FN ISI Export Format VR 1.0 PT J TI Second‐Generation Leader Categorization Research: How Subordinates' Self‐and Typical Leader Perceptions Moderate Leader Categorization Effects AF Van Quaquebeke, Niels van Knippenberg, Daan AU Van Quaquebeke, N van Knippenberg, D SO Journal of Applied Social Psychology SN 1559-1816 VL 42 BP 1293 EP 1319 PY 2012 AB Leader categorization theory proposes that the more leaders match their subordinates' cognitive image (prototype) of an ideal leader the easier it is for subordinates to “categorize” them as leaders and consequently follow their leadership. Based on self-concept research, we extend this perspective and argue that the relationship assumed in leader categorization theory should be stronger when subordinates perceive themselves to represent the ideal leader prototype. Further, this moderating effect should be stronger when subordinates perceive the ideal leader prototype to not only be an abstract ideal category, but one that is generally also met in reality; i.e., when it is met by typical leaders. Findings of a cross-sectional study with employees in Germany (N = 297) support both predictions. DI 10.1111/j.1559-1816.2012.00899.x ER