Advances in Psychological Science ›› 2019, Vol. 27 ›› Issue (2): 370-380.doi: 10.3724/SP.J.1042.2019.00370
• Regular Articles • Previous Articles
PENG Jian1, WANG Zhen2(), HOU Nan3()
Received:
2017-07-02
Online:
2019-02-15
Published:
2018-12-25
Contact:
WANG Zhen,HOU Nan
E-mail:wangzhen@cufe.edu.cn;qq94177758@126.com
CLC Number:
PENG Jian, WANG Zhen, HOU Nan. Do leaders and followers see eye to eye? Leader-follower fit in the workplace[J]. Advances in Psychological Science, 2019, 27(2): 370-380.
比较 内容 | 直接测量法 | 间接测量法 | |
---|---|---|---|
差值分析法 | 多项式回归与 响应面分析 | ||
测量 内容 | 主观感知的匹配 | 较为客观、实际的匹配 | 较为客观、实际的匹配 |
方法 用途 | 比较匹配与不匹配的情形 | 比较匹配与不匹配的情形 | 不仅可以比较匹配与不匹配的情形, 还可以比较两种匹配情形(高-高、低-低)、两种不匹配情形(高-低、低-高)。 |
结果 精准性 | 很容易出现伪相关 | 容易出现伪相关 | 伪相关出现可能性不高 |
比较 内容 | 直接测量法 | 间接测量法 | |
---|---|---|---|
差值分析法 | 多项式回归与 响应面分析 | ||
测量 内容 | 主观感知的匹配 | 较为客观、实际的匹配 | 较为客观、实际的匹配 |
方法 用途 | 比较匹配与不匹配的情形 | 比较匹配与不匹配的情形 | 不仅可以比较匹配与不匹配的情形, 还可以比较两种匹配情形(高-高、低-低)、两种不匹配情形(高-低、低-高)。 |
结果 精准性 | 很容易出现伪相关 | 容易出现伪相关 | 伪相关出现可能性不高 |
1 | 陈乐妮, 王桢, 骆南峰, 罗正学 . ( 2016). 领导-下属外向性人格匹配性与下属工作投入的关系: 基于支配补偿理论. 心理学报, 48( 6), 710-721. |
2 | 陈之昭 . ( 2006). 面子心理的理论分析与实际研究. 见杨国枢(编), 中国人的心理 (pp. 121-188). 南京: 江苏教育出版社. |
3 | 成雨聪, 刘毅 . ( 2017). 职场幽默研究新取向: 多层次视角. 中国人力资源开发, 34( 6), 55-63. |
4 | 李铭泽, 刘文兴, 周空 . ( 2017). 自恋型领导会诱发工作场所越轨行为吗?——来自道德推脱和道义不公平理论的解释. 中国人力资源开发, 34( 4), 76-83. |
5 | 刘海洋, 刘圣明, 王辉, 徐敏亚 . ( 2016). 领导与下属权力距离一致性对下属工作绩效的影响及其机制. 南开管理评论, 19( 5), 55-65. |
6 | 刘涛, 陈晓, 廖建桥 . ( 2017). 建设性批评和破坏性批评对个体心理健康影响的实验研究. 中国人力资源开发, 34( 7), 59-71. |
7 | 聂琦, 谢煜 . ( 2018). 家庭支持型主管行为与离职倾向: 工作家庭冲突双向性和工作满意度的多重中介作用. 中国人力资源开发, 35( 1), 48-59. |
8 | 彭坚, 王霄 . ( 2016). 与上司“心有灵犀”会让你的工作更出色吗? 追随原型一致性、工作投入与工作绩效. 心理学报, 48( 9), 1151-1162. |
9 | 彭坚, 冉雅璇, 康勇军, 韩雪亮 . ( 2016). 事必躬亲还是权力共享? 内隐追随理论视角下领导者授权行为研究. 心理科学, 39( 5), 1197-1203. |
10 | 彭坚, 王震 . ( 2018). 做上司的“意中人”: 负担还是赋能? 追随原型-特质匹配的双刃剑效应. 心理学报, 50( 2), 216-225. |
11 | 王震, 宋萌, 孙健敏 . ( 2014). 真实型领导: 概念、测量、形成与作用. 心理科学进展, 22( 3), 458-473. |
12 | 杨国枢, 余安邦, 叶明华 . ( 1989). 中国人的传统性与现代性概念与测量. 见杨国枢, 余安邦 (主编). 中国人的心理与行为(pp.241-306), 台北:桂冠图书公司. |
13 | 张珊珊, 张建新 . ( 2014). 领导-团队投入匹配对团队绩效的影响: 团队满意度氛围的作用. 心理科学, 37( 1), 140-145. |
14 | 祝振兵, 曹元坤, 彭坚 . ( 2017). 积极追随原型-特质匹配对辱虐管理的影响——基于多项式回归与响应面分析的探索. 心理科学, 40( 6), 1405-1411. |
15 |
Allinson C. W., Armstrong S. J., & Hayes J . ( 2001). The effects of cognitive style on leader-member exchange: A study of manager-subordinate dyads. Journal of Occupational and Organizational Psychology, 74( 2), 201-220.
doi: 10.1348/096317901167316 URL |
16 |
Amundsen S., & Martinsen Ø. L . ( 2014). Self-other agreement in empowering leadership: Relationships with leader effectiveness and subordinates' job satisfaction and turnover intention. The Leadership Quarterly, 25( 4), 784-800.
doi: 10.1016/j.leaqua.2014.04.007 URL |
17 |
Astakhova M.N . ( 2016). Explaining the effects of perceived person-supervisor fit and person-organization fit on organizational commitment in the US and Japan. Journal of Business Research, 69( 2), 956-963.
doi: 10.1016/j.jbusres.2015.08.039 URL |
18 | Atabay G. ( 2007). Psychological contract breach and organizational citizenship behavior: Exploring cognitive similarity and leader-member exchange as antecedents. Review of Business Research, 7( 6), 27-37. |
19 | Bai Y., Dong Z. L., Liu H. Y., & Liu S. M . ( 2017). We may be different, but I can help you: The effects of leaders’ political skills on leader-follower power distance value incongruence and withdrawal behavior. Journal of Leadership & Organizational Studies, 24( 2), 216-229 |
20 |
Bashshur M. R., Hernández A., & González-Romá V . ( 2011). When managers and their teams disagree: A longitudinal look at the consequences of differences in perceptions of organizational support. Journal of Applied Psychology, 96( 3), 558-573.
doi: 10.1037/a0022675 URL |
21 |
Bateman, T.S., & CrantJ.M . ( 1993). The proactive component of organizational behavior: A measure and correlates. Journal of Organizational Behavior, 14( 2), 103-118.
doi: 10.1002/(ISSN)1099-1379 URL |
22 |
Carter, M.Z., &Mossholder K.W . ( 2015). Are we on the same page? The performance effects of congruence between supervisor and group trust. Journal of Applied Psychology, 100( 5), 1349-1363.
doi: 10.1037/a0038798 URL |
23 |
Černe M., Dimovski V., Maric M., Penger S., & kerlavaj M . ( 2014). Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction. Australian Journal of Management, 39( 3), 453-471.
doi: 10.1177/0312896213503665 URL |
24 |
Chen Y. S., Wen Z. L., Peng J., & Liu X. Q . ( 2016). Leader-follower congruence in loneliness, LMX and turnover intention. Journal of Managerial Psychology, 31( 4), 864-879.
doi: 10.1108/JMP-06-2015-0205 URL |
25 |
Cogliser C. C., Schriesheim C. A., Scandura T. A., & Gardner W. L . ( 2009). Balance in leader and follower perceptions of leader-member exchange: Relationships with performance and work attitudes. The Leadership Quarterly, 20( 3), 452-465.
doi: 10.1016/j.leaqua.2009.03.010 URL |
26 |
Cole M. S., Carter M. Z., & Zhang Z . ( 2013). Leader-team congruence in power distance values and team effectiveness: The mediating role of procedural justice climate. Journal of Applied Psychology, 98( 6), 962-973.
doi: 10.1037/a0034269 URL |
27 | Coyle, P.T., & Foti R. ( 2015). If you’re not with me you’re.. ? Examining prototypes and cooperation in leader-follower relationships. Journal of Leadership & Organizational Studies, 22( 2), 161-174. |
28 |
Damen F., Van Knippenberg B., & Van Knippenberg D . ( 2008). Affective match in leadership: Leader emotional displays, follower positive affect, and follower performance. Journal of Applied Social Psychology, 38( 4), 868-902.
doi: 10.1111/j.1559-1816.2008.00330.x URL |
29 |
Edwards, J.R., & Cable D.M . ( 2009). The value of value congruence. Journal of Applied Psychology, 94( 3), 654-677.
doi: 10.1037/a0014891 URL |
30 | Edwards, J.R., &Parry M.E . ( 1993). On the use of polynomial regression equations as an alternative to difference scores in organizational research. Academy of Management Journal, 36( 6), 1577-1613. |
31 |
Glomb, T.M., &Welsh E.T . ( 2005). Can opposites attract? Personality heterogeneity in supervisor-subordinate dyads as a predictor of subordinate outcomes. Journal of Applied Psychology, 90( 4), 749-757.
doi: 10.1037/0021-9010.90.4.749 URL |
32 |
Graen, G.B., &Uhl-Bien M . ( 1995). Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective. Leadership Quarterly, 6( 2), 219-247.
doi: 10.1016/1048-9843(95)90036-5 URL |
33 | Guillén, L., &Karelaia N. ( 2012). When opposites hurt: Similarity in getting ahead in leader-follower dyads as a predictor of job performance evaluations. European School of Management and Technology Working Paper. No. 11-12 (R1), |
34 |
Hoffman B. J., Bynum B. H., Piccolo R. F., & Sutton A. W . ( 2011). Person-organization value congruence: How transformational leaders influence work group effectiveness. Academy of Management Journal, 54( 4), 779-796.
doi: 10.5465/amj.2011.64870139 URL |
35 | Hofstede, G. ( 1980). Culture and organizations. International Studies of Management & Organization, 10( 4), 15-41. |
36 | Hrivnak, G.A., &Nielsen T.M . ( 2014). Leader-follower extraversion congruence and follower perceptions of transformational leadership: A test using response surface modeling. Paper presented at Academy of Management Annual Meeting Proceedings. Philadel. |
37 | Humborstad, S. I.W., & Giessner S.R . ( 2018). The thin line between empowering and laissez-faire leadership: An expectancy-match perspective. Journal of Management, 44( 2), 757-783. |
38 | Jordan J., Brown M. E., Treviño L. K., & Finkelstein S . ( 2013). Someone to look up to: Executive-Follower ethical reasoning and perceptions of ethical leadership. Journal of Management, 39( 3), 660-683. |
39 |
Jung, D.I., &Avolio B.J . ( 2000). Opening the black box: An experimental investigation of the mediating effects of trust and value congruence on transformational and transactional leadership. Journal of Organizational Behavior, 21( 8), 949-964.
doi: 10.1002/(ISSN)1099-1379 URL |
40 |
Kang S. W., Byun G., & Park H. J . ( 2014). Leader-follower value congruence in social responsibility and ethical satisfaction: A polynomial regression analysis. Psychological Reports, 115(3), 725-740.
doi: 10.2466/01.14.PR0.115c33z9 URL |
41 |
Kim S. H., Laffranchini G., Wagstaff M. F., & Jeung W . ( 2017). Psychological contract congruence, distributive justice, and commitment. Journal of Managerial Psychology, 32(1), 45-60.
doi: 10.1108/JMP-05-2015-0182 URL |
42 | Kim T. Y., Wang J., & Chen, J. S. (in press). Mutual trust between leader and subordinate and employee outcomes.Journal of Business Ethics, 149( 4), 945-958. DOI: 10.1007/s10551-016-3093-y. |
43 |
Lam, L.W., &Lau D.C . ( 2012). Feeling lonely at work: Investigating the consequences of unsatisfactory workplace relationships. The International Journal of Human Resource Management, 23(20), 4265-4282.
doi: 10.1080/09585192.2012.665070 URL |
44 |
Law K. S., Wong C. S., Wang D. X., & Wang L. H . ( 2000). Effect of supervisor-subordinate guanxi on supervisory decisions in China: An empirical investigation. The International Journal of Human Resource Management, 11(4), 751-765.
doi: 10.1080/09585190050075105 URL |
45 |
Lord R. G., Foti R. J., & De Vader, C. L. ( 1984). A test of leadership categorization theory: Internal structure, information processing, and leadership perceptions. Organizational Behavior and Human Performance, 34(3), 343-378.
doi: 10.1016/0030-5073(84)90043-6 URL |
46 | Manrai, L.A., &Manrai A.K . ( 2011). Cross-cultural and cross-national consumer research in the global economy of the twenty-first century. Journal of International Consumer Marketing, 23(3-4), 167-180. |
47 |
Markham S. E., Yammarino F. J., Murry W. D., & Palanski M. E . ( 2010). Leader-member exchange, shared values, and performance: Agreement and levels of analysis do matter. The Leadership Quarterly, 21(3), 469-480.
doi: 10.1016/j.leaqua.2010.03.010 URL |
48 |
Martin R. A., Patricia P. D., Gwen L., Jeanette G., & Kelly W . ( 2003). Individual differences in uses of humor and their relation to psychological well-being: Development of the Humor Styles Questionnaire. Journal of Research in Personality, 37(1), 48-75.
doi: 10.1016/S0092-6566(02)00534-2 URL |
49 |
Matta F. K., Scott B. A., Koopman J., & Conlon D. E . ( 2015). Does seeing “eye to eye” affect work engagement and organizational citizenship behavior? A role theory perspective on LMX agreement. Academy of Management Journal, 58(6), 1686-1708.
doi: 10.5465/amj.2014.0106 URL |
50 | Mayer J.D., &Salovey P. ( 1997). What is emotional intelligence? In P. Salovey, & D. Sluyter (Eds.), Emotional development and emotional intelligence: Educational implications( pp. 3-31). New York: Basic Books. |
51 | Murdoch S.C . ( 2015). The effect of leaders’ and subordinates’ emotional intelligence and the effect of their similarity of emotional intelligence on leader-member exchange quality. Unpublished Doctoral Dissertation, Chicago School ofProfessional Psychology. |
52 | Qin X., Huang M. P., Hu Q. J., Schminke M., & Ju D . ( 2018). Ethical leadership, but toward whom? How moral identity congruence shapes the ethical treatment of employees. Human Relations, 71(8), 1120-1149. |
53 |
Riggs B.S., &Porter C. O. L.H . ( 2017). Are there advantages to seeing leadership the same? A test of the mediating effects of LMX on the relationship between ILT congruence and employees' development. The Leadership Quarterly, 28(2), 285-299.
doi: 10.1016/j.leaqua.2016.10.009 URL |
54 |
Rousseau D. M., Sitkin S. B., Burt R. S., & Camerer C . ( 1998). Not so different after all: A cross-discipline view of trust. Academy of Management Review, 23(3), 393-404.
doi: 10.5465/amr.1998.926617 URL |
55 |
Sears G.J., &Holmvall C.M . ( 2010). The joint influence of supervisor and subordinate emotional intelligence on leader-member exchange. Journal of Business and Psychology, 25(4), 593-605.
doi: 10.1007/s10869-009-9152-y URL |
56 |
Spanjol J., Tam L., & Tam V . ( 2015). Employer-employee congruence in environmental values: An exploration of effects on job satisfaction and creativity. Journal of Business Ethics, 130(1), 117-130.
doi: 10.1007/s10551-014-2208-6 URL |
57 | Suazo M. M., Turnley W. H., & Mai-Dalton R. R . ( 2005, August). Antecedents of psychological contract breach: The role of similarity and leader-member exchange. Paper Presented at the Annual Meeting of Academy of Management. Honolulu, HI. |
58 |
Sy T. .( 2010). What do you think of followers? Examining the content, structure, and consequences of implicit followership theories. Organizational Behavior and Human Decision Processes, 113(2), 73-84.
doi: 10.1016/j.obhdp.2010.06.001 URL |
59 |
Uhl-Bien M., Riggio R. E., Lowe K. B., & Carsten M. K . ( 2014). Followership theory: A review and research agenda. The Leadership Quarterly, 25(1), 83-104.
doi: 10.1016/j.leaqua.2013.11.007 URL |
60 |
Van Vianen, A. E. M., Shen C. T., & Chuang A . ( 2011). Person-organization and person-supervisor fits: Employee commitments in a Chinese context. Journal of Organizational Behavior, 32(6), 906-926.
doi: 10.1002/job.v32.6 URL |
61 | Wang A. C., Hsieh H. H., Tsai C. Y., & Cheng B. S . ( 2012). Does value congruence lead to voice? Cooperative voice and cooperative silence under team and differentiated transformational leadership. Management & Organization Review, 8(2), 341-370. |
62 | Wang Z., Chen. L., & Luo N . ( 2014, December). Effects of leader-follower congruence in positive affectivity and extraversion on transformational leadership and follower work engagement. Paper Presented at the 28th annual Australian and New Zealand Academy of Management conference. Sydney, Australia. |
63 | Wang, X., &Peng J. ( 2016). The effect of implicit-explicit followership congruence on benevolent leadership: Evidence from Chinese family firms. Frontiers in Psychology, 7, 812. |
64 | Wisse B., &Rietzschel E.F . ( 2014). Humor in leader-follower relationships: Humor styles, similarity and relationship quality. Humor: International Journal of Humor Research, 27(2), 249-269. |
65 | Yang K. J., Yan X. F., Fan J.,Y. &Luo, Z. X. ( 2017). Leader-follower congruence in proactive personality and work engagement: A polynomial regression analysis. Personality & Individual Differences, 105, 43-46. |
66 | Yu, C.P ., &Chu T.H . ( 2007). Exploring knowledge contribution from an OCB perspective. Information & Management, 44(3), 321-331. |
67 |
Zhang Z., Wang M., & Shi J. Q . ( 2012). Leader-follower congruence in proactive personality and work outcomes: The mediating role of leader-member exchange. Academy of Management Journal, 55(1), 111-130.
doi: 10.5465/amj.2009.0865 URL |
68 | Zlomke K.R., &Jeter K.M . ( 2014). Stress and worry: Examining intolerance of uncertainty's moderating effect. Anxiety, Stress & Coping, 27(2), 202-215. |
69 |
Zyphur M. J., Zammuto R. F., & Zhang Z . ( 2016). Multilevel latent polynomial regression for modeling (in) congruence across organizational groups: The case of organizational culture research. Organizational Research Methods, 19(1), 53-79.
doi: 10.1177/1094428115588570 URL |
[1] | ZOU Yanchun, ZHANG Huimin, PENG Jian, TIAN Yiwen. Environmentally specific servant leadership: Consequences and their underlying mechanism [J]. Advances in Psychological Science, 2023, 31(5): 827-839. |
[2] | GUO Li, JIA Suosuo, LI Guiquan, LI Manlin. Lonely at the top? Exploring the multi-level double-edged sword effect of leader workplace loneliness [J]. Advances in Psychological Science, 2023, 31(4): 582-596. |
[3] | LI Qian, LI Chaofan, GONG Shiyang, ZHOU Qiwei, KE Yi. The effect of multicultural experiences on the capabilities and development of leaders [J]. Advances in Psychological Science, 2022, 30(9): 1922-1943. |
[4] | LIU Songbo, CHENG Jinkai, WANG Xi. The double-edged sword of shared leadership in virtual teams: A perspective from adaptive structuration theory [J]. Advances in Psychological Science, 2022, 30(8): 1770-1784. |
[5] | GUO Yudong, OU Qiwen, DUAN Jinyun. Psychological and behavioral responses of leaders toward proactive behaviors from subordinates [J]. Advances in Psychological Science, 2022, 30(5): 1158-1167. |
[6] | LIN Xinqi, LUAN Yuxiang, ZHAO Kai, ZHAO Guolong. A meta-analysis of the relationship between leadership styles and employee creative performance: A self-determination perspective [J]. Advances in Psychological Science, 2022, 30(4): 781-801. |
[7] | LING Qian, ZHANG Zhengjie, QIU Xiaoyan. The negative effects of servant leadership and its buffer mechanism [J]. Advances in Psychological Science, 2022, 30(4): 922-940. |
[8] | LUO Wenhao, WANG Yao. Be your own leader: The multi-level motivational mechanisms of individual self-leadership [J]. Advances in Psychological Science, 2022, 30(10): 2177-2193. |
[9] | ZHANG Jianping, LIN Shuqian, LIU Shanshi, ZHANG Ya, LI Huanrong. Empowering leadership and leadership effectiveness: A meta-analytic examination [J]. Advances in Psychological Science, 2021, 29(9): 1576-1598. |
[10] | PENG Jian, CAO Bingbing. The bottom-up effect of followers' proactive work behavior: An implicit followership perspective [J]. Advances in Psychological Science, 2021, 29(6): 967-977. |
[11] | YIN Kui, ZHAO Jing, LI Can, WANG Honglei, WANG Chongfeng. The formation mechanisms of leader empowering behavior [J]. Advances in Psychological Science, 2021, 29(6): 1097-1110. |
[12] | YIN Kui, ZHANG Kaili, ZHAO Jing, GONG Zhenxing. The effects of employee empowerment expectation: The underlying theoretical explanations [J]. Advances in Psychological Science, 2021, 29(2): 353-364. |
[13] | XU Yi, LIU Yixuan. The impact of trust in technology and trust in leadership on the adoption of new technology from employee's perspective [J]. Advances in Psychological Science, 2021, 29(10): 1711-1723. |
[14] | LIU Doudou, XU Yan, LI Chaoping. Paternalistic leadership and employee performance: A meta-analysis of Chinese samples [J]. Advances in Psychological Science, 2021, 29(10): 1829-1846. |
[15] | LI Mingze, YE Huili, ZHANG Guanglei. The influence mechanism of narcissistic leadership on the formation process of team creativity: A multi-perspective study [J]. Advances in Psychological Science, 2020, 28(9): 1437-1453. |
Viewed | ||||||
Full text |
|
|||||
Abstract |
|
|||||