Do Birds of a Feather Communicate Better? The Cognitive Style Congruence Between Managers and Their Employees and Communication Satisfaction

Abstract

The paper investigates whether cognitive style congruence of managers and employees on the analytic-intuitive dimension influence employee communication satisfaction. The cognitive style and employee communication satisfaction was measured in 136 manager/employee dyads. Polynomial regression and surface analysis were used to analyze communication satisfaction under four conditions. First, an analytic congruence condition where both manager and employee are analytical, second, an intuitive congruence condition where both are intuitive, third, an incongruence condition where an intuitive manager manages an analytic employee, and fourth, another incongruence condition where an analytic manager manages an intuitive employee. Results supported the similarity effect hypothesis indicating that congruence increases employee communication satisfaction in general. Furthermore, the surface analysis also allowed us to see that the communication satisfaction is higher in the intuitive congruence condition. The study did not support the hypothesis that in incongruent dyads intuitive managers are preferred.

The Influence of Leader-Follower Cognitive Style Similarity on Followers’ Organizational Citizenship Behaviors

“…When there is similarity between leaders and their subordinates, this has revealed consistent and lasting positive effects on supervisor related performance, and the promotion opportunities of subordinates (Deluga, 1998). Communication satisfaction between leaders and their subordinates is also known to be higher when leaders and their subordinates are both intuitive (Erdil and Tanova, 2015), further reinforcing higher quality leader-subordinate relations (Suazo et al, 2008) and the likelihood of increased OCBs.…”

“…Suazo et al (2008) revealed that similarity in cognitive style in particular is associated with higher quality leader-subordinate relations. A later study of the analytic-intuitive dimension of cognitive style revealed that whilst congruence increases communication satisfaction between leaders and their subordinates, this was significantly higher when leaders and their subordinates were intuitive rather than analytic (Erdil and Tanova, 2015). Other studies (e.g., Liao et al, 2008) of the effect of deep-level similarity also revealed that working partners will be more committed and more satisfied with job experiences within a work-group and will more willingly engage in cooperative helping behaviors toward co-workers.…”

“…Again, on the basis that congruence of cognitive styles between leaders and their subordinates have revealed consistent and lasting positive effects for both dyadic partners (Deluga, 1998) including higher levels of communication satisfaction (Erdil and Tanova, 2015), and that deep-level similarities within vertical dyads will lead to partners being more committed and satisfied with their job experiences (Liao et al, 2008), we would further hypothesize that: H 3 : Leader-follower congruence at the extreme analytic end of the cognitive style continuum (analytic followeranalytic leader) will lead to higher levels of follower OCBOs being reported by their leaders.…”

“…Analytic individuals also show greater skills in cognitive analysis with a focus on detail (Pascual-Leone, 1989) and tend to be more compliant, adhering to company rules and regulations (Kirton, 1976). Erdil and Tanova (2015) also observed that analytic people tend to become more rule oriented and dependent on formal procedures. Such behaviors are consistent with the OCBO definition of conscientiousness (Podsakoff et al, 2009).…”