Research has suggested that there may be a pro-youth bias in assessors' ratings of candidates' leadership potential. However, this finding is contested and the impact of candidate age on self-perceptions of leadership potential needs further exploration. This will be a 2 Organisational culture (older vs. younger) x 2 Participant age (old vs. young) mixed participants design. Culture will be a within-participants variable, and age will be a between-participants variable. We will measure participants' leadership aspirations, before presenting them with two job adverts. Each job advert is for a leader role and consists of a description of the organisation that contains either descriptors linked with older leaders or younger leaders. After each advert, participants complete a manipulation check followed by measures on job appeal, job fit, and their own leadership potential within that organisation. Participants are then presented with both job adverts and asked to choose which organisation they prefer in terms of job appeal, job fit and their own leadership potential within that organisation. We also record participants' age, gender and ethnicity. We expect that older participants will rate the older organisation higher for job appeal, job fit, and leadership potential, and that younger participants will rate the younger organisation higher. We expect there to be higher levels of leadership potential reported for younger workers in the younger organisation, than for older workers in the older organisation.