Our findings with respect to rating source also have important
implications for RCT. The theory seems to highlight how
perceptions of incongruity from “other” evaluators can influence
gender differences in leaders’ effectiveness. Yet, it is also
important to consider how self-evaluations can be affected by
perceptions of incongruity and congruity between leadership
and gender roles. Our findings indicate that men may see
themselves as congruent with most leadership contexts (even
though other evaluators may disagree). Women, on the other
hand, may see themselves as incongruent with many leadership
contexts, even though others evaluate them as more effective as
middle and senior managers, as well as in business and education
organizations. More research should be conducted to examine
how self-assessments of leadership effectiveness vary
based on perceptions on incongruity and how self-perceptions
can influence men and women’s career experiences and success.