This thesis addresses the impact of gender-typical emotional styles on the evaluation of male and female leaders and subordinates as well as applicants for high and low status positions. Considering recent findings with regard to changes in the expectations linked to gender and leadership roles, a theory of gender-role incongruent behaviour prejudice toward male and female leaders is introduced. We expect that for female leaders, adopting a gender-role incongruent and, thus, male-typical emotional style, leads to a decrease in their perceived social competence but not in their perceived professional competence. However, for male leaders, adopting a gender-role incongruent and, thus, female-typical emotional style, leads to a decrease in their perceived professional competence but not in their perceived social competence. In the empirical section two studies that aim at testing these hypotheses are presented. Results partly support the hypotheses.