Leader-Follower Congruence in Proactive Personality and Work Outcomes: The Mediating Role of Leader-Member Exchange

Zhang, Zhen; Wang, Mo; Shi, Junqi

doi:10.5465/amj.2009.0865

Cited by 483 publications

(520 citation statements)

References 68 publications

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“…Since, managers generally do not have the opportunity of selecting employees who are congruent with their own cognitive style and are assigned to manage intact work teams or groups (Zhang et al, 2012), they need to identify differing cognitive style of individuals in their teams and make sure that they are able to accommodate the differences. Moreover, managers need to develop strategies to work with employees that will have different cognitive styles.…”

Section: Discussionmentioning

confidence: 99%

“…To test this hypothesis, we regressed the dependent variable on control variables as well as the five polynomial terms, which are, employee CSI (E), manager CSI (M), manager CSI squared (M2), employee CSI times manager CSI (ExM) and employee CSI squared (E2), using polynomial regressions. To reduce multicollinearity and facilitate interpretation of results, CSI values were scale-centered around the mean (Edwards, 2002;Jansen & Kristof-Brown, 2005;Shanock et al, 2010;Zhang et al, 2012). With communication satisfaction as the dependent variable, we can see from Table 3 the estimated coefficients as well as the slopes and curvatures along congruence and incongruence lines for the polynomial regressions.…”

Section: Data Analysis and Findingsmentioning

confidence: 99%

“…The relationships managers have with their employees in the dyads may also be influenced by the similarity or divergence in terms of the demographic characteristics such as age, gender, education level between managers and employees (Zhang, Wang, & Shi, 2012). Assuming that this could also influence communication satisfaction, and taking into account that these demographic differences could also influence cognitive styles, we added gender similarity, age dissimilarity (in years), education level dissimilarity (difference between manager and employee education levels where education level was represented as 1, 2 and 3 for high school education, bachelor's degree and masters and above, respectively) and tenure with the same manager as control factors in our regression equation in order to test for the possible effects that they may have.…”

Section: Control Variablesmentioning

confidence: 99%

“…Polynomial regression with a surface analysis technique was used in order to evaluate how communication satisfaction would change in congruent and incongruent dyads taking into account congruence and incongruence at intuitive and analytic ends of the dimensions (Edwards, 2002;Jansen & Kristof-Brown, 2005;Zhang et al, 2012). Studies on cognitive style congruence have mostly used the difference score approach or median split (Allinson et al, 2001; Armstrong et al, 2002Armstrong et al, , 2004Armstrong & Priola, 2001;Lin et al, 2010;Vanderheyden & De Baets, 2015), the polynomial regression analysis approach used in the current study preserves the independent effect of each component measure (Shanock et al, 2010).…”

Section: Data Analysis and Findingsmentioning

confidence: 99%

“…In addition, we controlled for the length of time employee manager dyads worked together to partial out the potential familiarity effect (Zhang et al, 2012).…”

Section: Control Variablesmentioning

confidence: 99%

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Do Birds of a Feather Communicate Better? The Cognitive Style Congruence Between Managers and Their Employees and Communication Satisfaction

Erdil¹,

Tanova

2015

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The paper investigates whether cognitive style congruence of managers and employees on the analytic-intuitive dimension influence employee communication satisfaction. The cognitive style and employee communication satisfaction was measured in 136 manager/employee dyads. Polynomial regression and surface analysis were used to analyze communication satisfaction under four conditions. First, an analytic congruence condition where both manager and employee are analytical, second, an intuitive congruence condition where both are intuitive, third, an incongruence condition where an intuitive manager manages an analytic employee, and fourth, another incongruence condition where an analytic manager manages an intuitive employee. Results supported the similarity effect hypothesis indicating that congruence increases employee communication satisfaction in general. Furthermore, the surface analysis also allowed us to see that the communication satisfaction is higher in the intuitive congruence condition. The study did not support the hypothesis that in incongruent dyads intuitive managers are preferred.

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Section: Discussionmentioning

confidence: 99%

Section: Data Analysis and Findingsmentioning

confidence: 99%

Section: Control Variablesmentioning

confidence: 99%

Section: Data Analysis and Findingsmentioning

confidence: 99%

“…In addition, we controlled for the length of time employee manager dyads worked together to partial out the potential familiarity effect (Zhang et al, 2012).…”

Section: Control Variablesmentioning

confidence: 99%

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Do Birds of a Feather Communicate Better? The Cognitive Style Congruence Between Managers and Their Employees and Communication Satisfaction

Erdil¹,

Tanova

2015

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Leadership

Zhou

Daher

2015

The Encyclopedia of Adulthood and Aging

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Leadership is an important part of organization behavior. The leader is someone who regularly provides influence and direction toward a group's goal setting and goal achievement. There are a variety of theories or approaches that attempt to describe what leadership is and how leaders influence followers' attitudes and behaviors. It has also been shown that a leader's styles and behaviors may be influenced by his or her age.

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