ISSN 0439-755X
CN 11-1911/B

心理学报 ›› 2016, Vol. 48 ›› Issue (6): 710-721.doi: 10.3724/SP.J.1041.2016.00710

• 论文 • 上一篇    下一篇


陈乐妮1 ;王桢1; 骆南峰1; 罗正学2   

  1. (1中国人民大学劳动人事学院, 北京 100872) (2第四军医大学航空航天医学系, 西安 710032)
  • 收稿日期:2015-03-05 发布日期:2016-06-25 出版日期:2016-06-25
  • 通讯作者: 王桢, E-mail:; 罗正学, E-mail:
  • 基金资助:

    国家自然科学基金项目(71101148, 71272145, 71202148); 中国人民大学科学研究基金(中央高校基本科研业务费专项基金资金资助)项目成果(16XNH056).

Leader-subordinate extraversion fit and subordinate work engagement: Based on dominance complementarity theory

CHEN Leni1; WANG Zhen1; LUO Ben Nanfeng1; LUO Zhengxue2   

  1. (1 School of Labor and Human Resources Management, Renmin University of China, Beijing 100872, China) (2 School of Aerospace Medicine, The Fourth Military Medical University, Xi’an 710032, China)
  • Received:2015-03-05 Online:2016-06-25 Published:2016-06-25
  • Contact: WANG Zhen, E-mail:; LUO Zhengxue, E-mail:


基于支配补偿理论, 本研究考察领导与下属外向性人格的匹配性对下属工作投入的影响。对743对领导−下属进行配对问卷调查, 在两个时间点获取调查数据。多项式回归与响应面分析表明, 下属与领导外向性人格差异越大, 下属工作投入水平越高。在下属与领导外向性人格存在差异的情形下, “高下属外向性、低领导外向性”组合比“低下属外向性、高领导外向性”组合, 下属的工作投入水平更高。在下属与领导外向性人格一致的情形下, 下属的工作投入和外向性人格存在倒U型曲线关系。研究证明了在外向性维度上领导和下属是支配互补的关系时, 下属的工作投入水平更高。

关键词: 领导-下属匹配, 支配补偿理论, 外向性人格, 工作投入, 多项式回归与响应面分析


Work engagement has been recognized as a positive state of employees, which can lead to the increased effectiveness of individuals and organizations. In exploring the antecedents of work engagement, prior empirical studies ignored the effects of person-environment fit. The congruence and incongruence effects of subordinate- leader traits have caught researchers’ attentions recently. Extraversion is functioned in daily interactions. We tend to examine the effects of subordinate-leader extraversion fit. Base on the dominance complementarity theory, this study examined the effects of the leader-subordinate extraversion congruence and incongruence on subordinate work engagement. A structured questionnaire was employed as the research instrument for this study. It consisted of four sub-scales designed to measure the variables of interest, namely extraversion, work engagement, conscientiousness and value congruence (the last two are control variables). A field army in northwest China sample was collected in the two time points and from two different raters (soldiers and their immediate monitors) in order to lower the common method biases. 743 dyads’ information of soldiers and their immediate monitors was valid. Cronbach’s alpha coefficients for the above measures were from 0.75 to 0.94, showing acceptable measurement reliabilities. Results of confirmatory factor analysis indicated the discriminate validity of the measurement was also satisfactory. Polynomial regression analysis was employed to explore the effects of congruence and incongruence between leader and subordinate extraversion on subordinate work engagement. Response surface technology was applied to present the results. In line with the hypotheses, results showed that: (1) The more incongruence of subordinate and leader extraversion level, the more work engaged subordinate would be; (2) Under the condition of subordinate and leader extraversion incongruence, the higher level of subordinate extraversion and lower level of leader extraversion, the more work engaged subordinate would be; (3) Under the condition of subordinate and leader extraversion congruence, the relationship of leader-subordinate extraversions and subordinate work engagement presented a “inverted U curve”, that is, subordinate work engagement level rose to a peak and then fell down as leader-subordinate extraversions levels rose. Theoretically, this study contributed to the areas of work engagement, leadership and person-environment fit. Especially, the results expanded the studies of antecedents of work engagement from person-environment fit perspectives, underlining the significance of employee’s subjective initiatives in predicting work engagement. Meanwhile, the results broadened the research of leadership effectiveness from the leader-follower interactive perspectives. Moreover, the results supported the dominant complementarity theory in the person-environment fit domain and draw a detailed picture about the different types of fits. Practically, the studies contributed to effectiveness of recruitment and selection and domain of improvement of leadership effectiveness. Finally, the limitations and future research directions were discussed.

Key words: extraversion trait, work engagement, dominance complementarity theory, subordinate-leader fit, polynomial regression and response surface analysis