1988
DOI: 10.1037/0021-9010.73.2.228
|View full text |Cite
|
Sign up to set email alerts
|

Supervisor-subordinate similarity: Types, effects, and mechanisms.

Abstract: Three types of supervisor-subordinate similarity were identified: (a) perceived similarity, perceptions of how similar the supervisor and subordinate are; (b) perceptual congruence, similarity of perceptions about behaviors important in receiving a high merit pay raise; and (c) actual similarity of individual characteristics. The relation(s) among the types of similarity and of each type with various employee outcomes were examined. Results supported the distinctions among types. Each type was related to subor… Show more

Help me understand this report

Search citation statements

Order By: Relevance

Paper Sections

Select...
2
1
1
1

Citation Types

12
313
2
4

Year Published

1996
1996
2015
2015

Publication Types

Select...
6
3

Relationship

0
9

Authors

Journals

citations
Cited by 407 publications
(331 citation statements)
references
References 36 publications
12
313
2
4
Order By: Relevance
“…We focus on perceived dissimilarity as it may be more important to the process of manager-subordinate influence than the actual one (Tepper et al, 2011). Extant studies associate perceived manager-employee dissimilarity with negative employee outcomes, such as lower job satisfaction (Turban and Jones, 1988). Consequently, it is expected that high perceived dissimilarity will reduce branch manager's impact on front-line employee behavioural responses.…”
Section: Branch Manager's Im Will Account For Employee Empowerment (Hmentioning
confidence: 99%
“…We focus on perceived dissimilarity as it may be more important to the process of manager-subordinate influence than the actual one (Tepper et al, 2011). Extant studies associate perceived manager-employee dissimilarity with negative employee outcomes, such as lower job satisfaction (Turban and Jones, 1988). Consequently, it is expected that high perceived dissimilarity will reduce branch manager's impact on front-line employee behavioural responses.…”
Section: Branch Manager's Im Will Account For Employee Empowerment (Hmentioning
confidence: 99%
“…Researchers that investigated people's PS perceptions mostly took employees' perceptions into account (Turban & Jones, 1988;Wexley et al, 1980). The PS fit perceptions of the supervisor are, however, important to examine since they do not necessarily converge with those of their employees while they may influence the quality of the leadermember relationship.…”
Section: Supervisor Ps Fit Perceptionsmentioning
confidence: 99%
“…More recently, research on relational demography has distinguished between perceived similarity and actual demographic similarity, showing how the tendency for demographically different individuals to receive less favorable evaluations and to become socially marginalized from group decision making is reduced when alternative bases for similarity are made salient (e.g., Pulakos and Wexley, 1983;Kraiger and Ford, 1985;Turban and Jones, 1988). Similarly, while demographic differences between group members can provide a basis for out-group biases in the group, such biases may be avoided when other attitudes, beliefs, or social features that group members have in common are made salient (Kramer, 1991;Huo et al, 1996;Erb et al, 1998).…”
Section: Demography and Influencementioning
confidence: 99%