Research has suggested that there may be a pro-male bias in assessors' ratings of candidates' leadership potential. However, this finding is contested and the impact of candidate gender on self-perceptions of leadership potential needs further exploration. This will be a 2 Organisational culture (masculine vs. feminine) x 2 Participant gender (male vs. female) mixed participants design. Culture will be a within-participants variable, and gender 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 male leaders or female 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 male participants will rate the masculine organisation higher for job appeal, job fit, and leadership potential, and that female participants will rate the feminine organisation higher. We expect there to be higher levels of leadership potential reported for male workers in the masculine organisation, than for female workers in the feminine organisation.