Can opposites attract? Personality heterogeneity in supervisor-subordinate dyads as a predictor of subordinate outcomes

It's not all just tit-for-tat: the impact of relational identification on subordinate's attitudes and interpersonal citizenship behavior

We explore how relational identification (RI) complements the influence of relational exchange within work role-relationships. In two temporally-lagged studies, we examine the contribution of RI, after accounting for relational exchange quality (REQ), in predicting organizationally-relevant behaviors and attitudes – namely, (1) interpersonal citizenship behaviors (ICBs; person-focused and task-focused), (2) job satisfaction, and (3) affective organizational commitment. Across samples of ‘non-professional’ (N = 152) and ‘professional’ (N = 197) employees, we found that RI (after accounting for REQ) significantly predicted outcomes. Indeed, we found RI to be the only predictor (after accounting for REQ) with affective commitment (‘non-professional’ sample only), person-focused ICBs (both samples), and task-focused ICBs (both samples). We discuss potential approaches for better specifying both identification and exchange as well as their unique and interactive effects within work role-relationships as well as managerial implications, limitations, and future research directions.

The effect of leader and follower extraversion on leader-member exchange: An interpersonal perspective incorporating power distance orientation

Organizational research commonly proposes that leader and/or follower extraversion will be positively related to leader-member exchange (LMX). The assumption is that being social translates into high-quality relationships. We move beyond this intrapersonal hypothesis and offer an interpersonal hypothesis. Following similarity-attraction theory, we suggest that leader-follower extraversion similarity positively relates to LMX. We also suggest that this relationship depends on follower perspectives regarding appropriate relationship power dynamics. Polynomial regression and moderated polynomial regression analysis using 374 leader-follower dyads found that the relationship between leader-follower extraversion similarity and LMX is significant for followers high in power distance orientation (PDO), but not for followers low in PDO. We also found that low PDO enhances the effect of follower extraversion on LMX, and that for high PDO followers, LMX was highest when leader-follower similarity occurred at extreme levels along the extraversion-introversion continuum compared to similarity at moderate levels (i.e., ambiverts).

The effects of leader–subordinate power distance orientation congruence on employees' taking charge behaviors in China: a moderated mediation model

Purpose

Based on the social exchange theory, this study explores the mechanism of leader–subordinate power distance orientation (PDO) congruence with employees' taking charge behavior (TCB) and also verifies the moderated mediation effect of employees' promotion regulatory focus (PROM-F) on leader–subordinate PDO congruence and on employees' TCB through trust in the leader (which is the mediator).

Design/methodology/approach

Based on 296 questionnaires from 46 teams of Chinese enterprises, the authors use cross-level polynomial regressions and response surface techniques to analyze the effect of leader–subordinate PDO congruence on employees' TCB and use the block variable technique to test the mediating effect of trust in the leader.

Findings

(1) When leader–subordinates' PDO is congruent, the leader–subordinate low-low PDO matching pattern leads to more employees' TCB than the leader–subordinate high-high PDO matching pattern. (2) When leader–subordinate PDO is incongruent, the leader–subordinate low–high PDO matching pattern will lead to more TCB than the high-low PDO pattern.

Practical implications

(1) Encourage and promote the development of diverse cultures in enterprises. (2) Respect the power and status of employees and encourage a low-PDO leadership style. (3) Increase credibility by developing and establishing a good corporate leader image.

Originality/value

(1) The unique background of this survey offers important cross-cultural information on the effects of leader–subordinate PDO congruence. (2) The results of this research enrich the theoretical understanding of the factors that influence TCB. (3) Reveal the internal mechanisms of CPD congruence with TCB and demonstrate an indirect effect of trust in leader. (4) The discussion of the moderating role of employee's PROM-F will also deepen the understanding of the exchange relationship between leaders and subordinates.

Leader-Employee Congruence in Humor and Innovative Behavior: The Moderating Role of Dynamic Tenure

Drawing upon the literature on complementary fit theory, the purpose of this study is to examine how the dynamic tenure moderates the relationship between leader–employee congruence/incongruence in humor and employee innovative behavior. Data were collected from 108 leader–employee dyads from information technology companies in China. Polynomial regression combined with the response surface methodology was used to test the hypotheses. Four conclusions were drawn. First, employee innovative behavior was maximized when leaders and employees were incongruent in humor. Second, in the case of incongruence, employees had higher innovative behavior when employees were more humorous than their leaders. Third, in the case of congruence, employees had higher innovative behavior when a leader’s and an employee’s humor matched at high levels. Fourth, dynamic tenure moderated the leader–employee congruence/incongruence effect of humor on employee innovative behavior. This study enhanced theoretical developments by considering the importance of leaders’ congruence with employees in humor for the first time. Additionally, the research results provided better practical guidance for effectively promoting employee innovative behavior.

Informal Status and Taking Charge: The Different Roles of OBSE, P-J Fit, and P-S Fit

Status in an organization is considered a significant antecedent to an employee's work-related behaviors. However, the relationship between knowledge workers' informal status and "taking charge" has been ignored in previous human resource management research. Based on the self-consistency theory, this study examines the mechanisms underlying the influence of knowledge workers' informal status on taking charge. Data were collected from 337 dyads of employees and their immediate supervisors in 24 enterprises and companies. The results of moderated-mediation analysis indicate organization-based self-esteem (OBSE) fully mediated the positive relationship between knowledge workers' informal status and taking charge, whereas person-job fit (P-J fit) and person-supervisor fit (P-S fit) each moderated the relationship between knowledge workers' informal status and OBSE, in addition to the indirect effect of knowledge workers' informal status on taking charge. Specifically, the indirect effect was strongest when P-J fit or P-S fit was high. The theoretical and managerial implications of the findings, limitations of the study, and future research directions are discussed.

Interpersonal work context as a possible buffer against age-related stereotyping

This study deals with the impact of relational demography upon occupational expertise ratings, and possible moderating effects of interpersonal work context factors. The results revealed support for a decrease in supervisor ratings of occupational expertise of their subordinates as an effect of directional age difference (status-incongruence: a situation wherein a supervisor is younger than his or her subordinate). Moreover, it appeared that transformational leadership style could not moderate this effect. Dyadic tenure appeared to strengthen the negative effect of status-incongruence, yet, only in the case of a longer duration of the relationship between employee and supervisor. Both theoretical and practical implications of these outcomes are discussed.

Hierarchical power and personality in leader-member exchange

Purpose

The purpose of this paper is to examine the role of supervisor and subordinate personality in high quality supervisor-subordinate (leader-member exchange; LMX) relationships.

Design/methodology/approach

In this field study, 142 supervisors drawn from a leadership development program, and 509 of their subordinates, completed a personality survey and reported on the quality of their relationships.

Findings

Self and partner personality (agreeableness and extraversion), and the match between them were predictors of LMX. Consistent with approach/inhibition theory of power, personality traits of relationship partners had a stronger effect when the partner held a position of power (i.e. supervisors) than when the partner was a subordinate.

Practical implications

The results inform organizational selection by showing the importance of supervisory traits for the formation of high quality supervisor-subordinate relationships. They may also help organizations facilitate the development of high quality supervisory relationships. The findings also suggest that it is critical to consider the balance of power when assessing LMX, along with factors that lead to its development, or benefits that ensue from it.

Originality/value

To date, there is an assumption that certain traits predict the development of high quality relationships between supervisors and subordinates. The results point out the importance of considering the role of power in LMX relationships. The paper shows that the effects of supervisory traits, which are rarely examined in the context of LMX relationships, more strongly predict LMX than do the traits of subordinates.

Deviance, Self-Typicality, and Group Cohesion

This study investigated the effect of a single work group deviant on other group members' perceptions of the deviant, and their perceptions of the cohesiveness of the group as a whole. Group members, particularly those high in perceived self-typicality, were expected to downgrade the deviant, and view groups containing a deviant as less cohesive. Undergraduate management students were placed in a simulated organizational context in which deviance was manipulated so that the participant's work group contained either a single negative deviant or no deviant. Results showed that the deviant colleague was judged less favorably than the normative colleague, particularly by those high in perceived self-typicality. Groups that contained a deviant were perceived as having lower levels of task cohesion, but ratings of social cohesion varied depending on perceivers' self-typicality. The findings suggest that as well as attracting negative evaluations, deviant group members can adversely affect group cohesion.

What good soldiers are made of: the role of personality similarity

Purpose

– Previous studies have often yielded mixed results in relation to the similar-to-me effect on extra-role behaviors. Based on social exchange theory, the purpose of this paper is to uncover the contribution of personality similarity to organizational citizenship behavior (OCB), a type of extra-role behaviors.

Design/methodology/approach

– Questionnaire surveys were conducted in a multinational bank in Hong Kong. The participants were matched sample of 403 customer service representatives from 81 teams and their corresponding team supervisors.

Findings

– Personality similarity to peers and supervisors had a positive impact on individual OCB (OCB-I) and organizational OCB (OCB-O), respectively, through better communication and social integration. Moreover, personality similarity to peers was related only to OCB-I, whereas personality similarity to supervisor was associated only with OCB-O.

Research limitations/implications

– Subordinates perform different facets of OCB depending on the subjects they are similar to in terms of personality. Being similar to others could facilitate communication and social integration, which in turn promote OCB targeted at similar individuals. The importance of distinguishing the similarity effects of peers and supervisors separately as well as scrutinizing the effects of different forms of OCB warrants future research attention.

Practical implications

– Managers can promote OCB by enhancing communication and social integration among employees and supervisors.

Social implications

– As OCB enhances organizational effectiveness, the economic development of society in general will eventually benefit from having more effective organizations.

Originality/value

– This study addresses the inconsistent findings of previous studies regarding the impact of similarity on OCB. It demonstrates the contribution of personality similarity to OCB beyond the confounding effects of judgment bias. It also advances theory by studying personality similarity to peers in addition to the commonly studied similarity to supervisors.

The individual and congruence effects of core self-evaluation on supervisor–subordinate guanxi and job satisfaction

Guanxi refers to the quality of social interaction outside of work, developing through social activities. This article explores the antecedent (core self-evaluation, CSE) and consequence (job satisfaction) of the supervisor–subordinate guanxi for identifying the beneficial effect of guanxi. I also consider the effects of (dis)similarity of CSE which refers to individuals’ appraisals of their own worthiness, effectiveness, and capability. The data include 89 supervisors and their corresponding 437 subordinates from financial banks in Taiwan. The results indicate that CSE of the supervisor and subordinate positively relates to their own perceptions of guanxi and job satisfaction. Guanxi acts mediation between CSE and job satisfaction for supervisors and subordinates. The similarity effect of CSE is mostly prevalent for guanxi and job satisfaction. The findings offer implications for selecting an appropriate employee who are comparatively fit with management.

The gendered trickle-down effect

Purpose

– Voluntary employee turnover can be a challenge for all industries but high employee turnover has been a special concern in the hospitality industry, which is the context of this paper. The purpose of this paper is to incorporate a “trickle-down” perspective into the conventional research on turnover intention and satisfaction with supervision. The authors assess whether mid-level managers’ satisfaction with senior managers’ supervision is related positively to line employees’ satisfaction with mid-level managers’ supervision and, in turn, line employees’ turnover intentions. Further, the authors examine whether the strength of this “trickle-down” effect is affected by the middle managers’ gender.

Design/methodology/approach

– The authors tested our theoretical argument using a sample of 1,527 full-time employees in 267 different departments at 94 hotels in the USA and Canada. Hierarchical linear modeling was employed to analyze the data.

Findings

– The authors found a trickle-down effect of satisfaction with supervision, as predicted, and the effect was stronger for female than male middle managers. These findings open new avenues for addressing turnover issues for organizations and managers.

Originality/value

– This study extends the line of research on leadership and turnover in three ways. First, it shows how senior managers, who have no direct contact with line employees, can affect turnover intentions of line employees. Second, this research helps the authors know where to target efforts at intervention; by connecting middle managers’ satisfaction with supervision with employees’ turnover intentions, the authors know to target interventions to reduce turnover not just at line employees and supervisors but also at senior-level managers as well. Third, this study sheds light on the ongoing debate over “female advantage” in leadership (Eagly and Carli, 2003a, b; Vecchio, 2002, 2003) by examining not just how women are treated, but how their experience may reshape managerial dynamics.

Job attitudes

Job attitudes research is arguably the most venerable and popular topic in organizational psychology. This article surveys the field as it has been constituted in the past several years. Definitional issues are addressed first, in an attempt to clarify the nature, scope, and structure of job attitudes. The distinction between cognitive and affective bases of job attitudes has been an issue of debate, and recent research using within-persons designs has done much to inform this discussion. Recent research has also begun to reformulate the question of dispositional or situational influences on employee attitudes by addressing how these factors might work together to influence attitudes. Finally, there has also been a continual growth in research investigating how employee attitudes are related to a variety of behaviors at both the individual and aggregated level of analysis.