When opposites do (and do not) attract: Interplay of leader and follower self-identities and its consequences for leader-member exchange

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• 作者：Erin M. Jackson^a ; ¹ ; ^{erinmjackson@gmail.com} ; Russell E. Johnson^b ; ^{johnsonr@bus.msu.edu} ;
• 关键词：Leader&ndash ; member exchange ; Self-identity ; Person&ndash ; person fit ; Inter-rater agreement ; Task performance ; Organizational citizenship behavior
• 刊名：The Leadership Quarterly
• 出版年：2012
• 期刊代码：64_10489843
• 类别：bus
• 出版时间：June, 2012
• 卷：23
• 期：3
• 页码：488-501
• 文件大小：518 K

摘要

Employees' self-identities, or the ways in which they define themselves relative to others, have implications for the quality of leader and follower relationships at work. Although self-identity has been examined within the context of transformational and charismatic leadership, its relevance for leader-member exchange (LMX) has received little attention. In this study we integrate LMX and self-identity theories. Doing so proved useful because it was found that leader and follower identities predicted LMX quality, as did the fit between leader and follower identities and interactions among fit at different self-identity levels. LMX quality fully mediated relationships of self-identity fit with job performance, regardless of whether LMX was reported by subordinates or their supervisors. Lastly, we also found that self-identity predicted LMX agreement across supervisors and subordinates. Implications of our findings for theory and practice are discussed.