Deep-level dissimilarity and leader–member exchange (LMX) quality: the role of status

Purpose

This study explores how status, demographic and positional, moderates the negative effect of deep-level dissimilarity on leader–member exchange (LMX) quality.

Design/methodology/approach

Data from three samples were analyzed using hierarchical linear regression and linear mixed-effects methods.

Findings

Results suggest that the negative effect of deep-level dissimilarity (perceived work-related attitude and perspective differences) on LMX quality is stronger when the LMX partner has low demographic status (e.g. the LMX partner is an African-American woman). This moderating effect was not significant when deep-level dissimilarity was extended to include differences in personality, interests and values. Results were mixed on whether low positional status (i.e. when the LMX partner is a member rather than a leader) strengthens the negative effect of deep-level dissimilarity on LMX quality.

Practical implications

This study may help leaders, organizational members and diversity managers better manage attitude and perspective dissimilarity in leader–member dyads.

Originality/value

This study expands research exploring interactive effects of dissimilarity and status on work-related outcomes. It is novel in that it explores status not in relative terms but at the societal level. It is also the first study to analyze the moderating effects of two types of status: demographic and positional.

Organizational Culture Mitigates Lower Ratings of Female Supervisors

The present study addresses a lack of literature examining contextual factors when investigating gender norms and leader effectiveness. Supervisor–subordinate dyads were assessed for gender dissimilarity effects on ratings of leadership effectiveness. The effect of organizational culture as a moderating force on these effects was also investigated. Results bolster relational demography theory, such that supervisors who fit existing norms (i.e., male supervisors) were rated higher than supervisors that do not (i.e., female supervisors). However, lower ratings for female supervisors were mitigated by effective organizational cultures.

Diversity in leadership: race in leader-member exchanges

Purpose

– The workforce is becoming increasingly diverse and yet leadership research has lagged behind this trend. In particular, theory links leader-member exchange (LMX) to the development of racially diverse leaders (e.g. Scandura and Lankau, 1996). Yet, there remains a need for empirical evaluation of this premise. The paper aims to discuss these issues.

Design/methodology/approach

– In this paper, results of two studies of the effects of leader-member diversity on the LMX dimensions of professional respect, affect, loyalty, and contributions were examined. In the first study, supervisor-subordinate dyads in an applied work setting were examined, while in the second study a laboratory study was used.

Findings

– Results in Study 1 indicated that cross-race and minority dyads reported different LMX attributes of professional respect, affect, loyalty and contributions compared with dyads where both members were of the racial majority. In Study 2, racial compositions of dyads was not associated with reported differences in LMX relationships, but was associated with differences in task performance.

Originality/value

– This research provides the first systematic examination of the influence of racial diversity on LMX in a leader-follower dyad. As such, this work provides an important reference point in which future research on LMX and diversity can build. Such efforts will help future organizational leaders better navigate the increasingly diverse workplace.

Walking in Your Shoes

The present study investigates factors that influence the effects of employees’ child care responsibility on their turnover intentions and job satisfaction. Results of a field study using 183 dyads of employees and their supervisors showed that child care responsibility difference between supervisors and employees and the similarity of their gender interacted to predict supervisory family support and turnover intentions and job satisfaction. Specifically, for cross-gender dyads of supervisors and employees, when supervisors had more child care responsibilities than their employees, they tended to provide more family support, which in turn was related to their employees’ turnover intentions and job satisfaction. No such effects were found for same-gender dyads. Theoretical and practical implications of these findings are discussed.