More recently, Implicit Leadership Theory (ILT) have been used to demonstrate the relationship between the perception about leaders and leader performance (Kenney et al., 1994). According to ILT “individuals have implicit beliefs, convictions, and assumptions concerning attributes and behaviors that distinguish leaders from followers, effective leaders from ineffective, and leaders from evil leaders” (House & Javidan, 2004, p.16). These beliefs, also referred to as prototypes (Foti & Lord, 1987; Phillips, 1984; Lord et al., 1984; Kenney et al., 1994), mental models (Dorfman et al., 2004), schemas (Epitropaki & Martin, 2004; Foti & Lord, 1987), cognitive categories (Foti & Lord, 1987; Lord et al., 1984), and stereotypes (Dorfman et al., 2004), are assumed to affect the acceptance of leaders and the subordinates’ reactions to leader behavior (Dorfman et al.,…