Leadership behaviour similarity as a basis of selection into a management team

Eagleson, Geoff; Waldersee, Robert; Simmons, Ro

doi:10.1348/014466600164480

Cited by 21 publications

(15 citation statements)

References 21 publications

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“…The merit principle does not account for these or other biases shown to interfere with employment decisions. For example, employers have been found to show greater affinity for candidates who are like themselves (Eagleson, Waldersee, and Simmons 2000), are more physically attractive (Desrumaux, De Bosscher, and Leoni 2009), or are deemed a better cultural fit for their organizations (Westphal and Stern 2007). The merit principle assumes that managers do not hold these biases or are rational enough to control them.…”

Section: Merit and Bias: Conflicting Frames For Explaining Inequalitymentioning

confidence: 99%

Managerial Perspectives on Implicit Bias, Affirmative Action, and Merit

Foley

Williamson

2018

Public Administration Review

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Public sector organizations concerned about gender inequality have increasingly sought to address the effect of implicit biases on merit‐based employment practices through bias training and affirmative action programs. Applying qualitative content analysis to interviews with 104 managers in three government agencies in which bias training and affirmative action were being implemented, the authors find that many managers acknowledge the existence of implicit biases and their potential to create unequal employment outcomes. However, this recognition of bias does not translate into support for affirmative action, which is seen by many managers to be an unacceptable violation of merit. The authors argue that implicit bias training and affirmative action are unlikely to create a cultural “tipping point” to progress gender equality without a critical reassessment of merit.

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Section: Merit and Bias: Conflicting Frames For Explaining Inequalitymentioning

confidence: 99%

Managerial Perspectives on Implicit Bias, Affirmative Action, and Merit

Foley

Williamson

2018

Public Administration Review

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“…Along with the social and behavioral integration advantages of similarity, this homosocial reproduction process (Kanter, 1977) is widely posited to explain similarity effects. Eagleson, Waldersee, and Simmons (2000) found evidence for this effect in a simulation study. Managers selected for management positions candidates they learned were more similar to themselves in leadership style.…”

Section: Influences Of Supervisor/subordinate Personality Similaritymentioning

confidence: 92%

How Similarity to Peers and Supervisor Influences Organizational Advancement in Different Cultures

Schaubroeck

Lam

2002

AMJ

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This study tested hypotheses concerning how similarity of personality traits between promotion candidates and their peers and supervisors influence promotion decisions in different work unit cultures. Candidates working in units with higher mean levels of reported individualism were more likely to be chosen for promotion to the extent their personality characteristics were similar to their unit peers. Candidates in units in which collectivistic orientations predominated did not show such peer personality similarity influence, but for them supervisor/subordinate personality similarity was a significant predictor of advancement. Variables indexing behavioral integration between candidates and their peers and supervisors partially mediated the influence of personality similarity on promotion. Demographic similarity had little influence on promotion decisions. We discuss the implications of these findings for understanding similarity effects and for increasing the validity of promotion decisions.

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“…Therefore, OBSE increases significantly because of this positive psychological cue. For instance, in a role-playing experiment (Eagleson et al, 2000), subjects acting as managers preferred to select similar members for the center position of a network, which in turn led to relative status changes among the network members. The participants selected to be the network center experienced a significant increase in OBSE, whereas that of others decreased.…”

Section: The Moderating Effects Of P-j Fit and P-s Fitmentioning

confidence: 99%

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

et al. 2020

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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.

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Leadership behaviour similarity as a basis of selection into a management team

Cited by 21 publications

References 21 publications

Managerial Perspectives on Implicit Bias, Affirmative Action, and Merit

Managerial Perspectives on Implicit Bias, Affirmative Action, and Merit

How Similarity to Peers and Supervisor Influences Organizational Advancement in Different Cultures

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

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