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The authors (a) investigated trait homogeneity in organizations by examining within-organization similarity among members' personality traits and personal values and (b) tested the relationship between the top leaders' personal characteristics and organizational profiles of personality and values. Results replicate and extend B. Schneider, D. B. Smith, S. Taylor, and J. Fleenor's (1998) hypothesis of the homogeneity of personality in organizations. Using data from CEOs and 467 employee participants from 32 organizations, the authors found evidence of within-organization homogeneity of both personality and values. Results also suggest initial empirical support for assumptions presented by E. Schein (1992) and B. Schneider (1987) about leader-follower congruence. Some implications regarding leadership and organizational behavior are discussed.

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Person-organization (PO) fit provides an integrative mechanism for examining the linkages between people and the organizations for which they work (Chatman, 1989;Kristof, 1996). Previous research has demonstrated that PO fit is associated with a wide range of positive outcomes for both employees and employers (see KristofBrown et al., 2005). Citizenship performance (e.g., Cable and DeRue, 2002;Lauver and Kristof-Brown, 2001) and motivation are two important outcomes (Bretz and Judge, 1994;Mitchell, 1997). More specifically, people who perceive a strong sense of fit with their employing organization tend to be good organizational citizens (see Kristof-Brown et al., 2005) by regularly engaging in discretionary behaviors that benefit both co-workers and the firm as a whole (Borman and Motowidlo, 1993).

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