Lay Theories of Instrumental Relations: Explaining Individual Differences in Dispositional Similarity-Attraction

Kuwabara, Ko; Cao, Jiyin; Cho, Soomin Sophie; Ingram, Paul

doi:10.5465/amj.2020.0770

Cited by 10 publications

(7 citation statements)

References 67 publications

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“…Furthermore, our research comes in what is likely to be a shifting point in the leaderfollower similarity research. Researchers have started to highlight the antagonism between the large empirical evidence on the positive effect of surface and deep-level similarity and the necessary and increasing efforts to augment diversity in teams and organizations (Perrigino and Jenkins, 2023;Kuwabara et al, 2023). In that sense, in showing that employees react better to demographic and resilience similarity than dissimilarity, our study reinforces the illustration of the challenges associated with the inducement of more diverse and inclusive workplaces.…”

Section: Discussionsupporting

confidence: 64%

“…However, emerging research have started to nuance and challenge research treating similarity-attraction as a human universal and discarding the possibility that individuals genuinely appreciate diversity (Schaffer, 2019). For instance, Kuwabara et al (2023) suggest that attraction to diversity may depend on individuals' instrumentality of relationships, while Perrigino and Jenkins (2023) show that the presence of a positive diversity climate achieves to eliminate the barrier created by employees' preference for similarity. We hope that this necessary conversation about the conjugation of diversity and similarity will be continued.…”

Section: Discussionmentioning

confidence: 99%

“…Furthermore, our research comes in what is likely to be a shifting point in the leader–follower similarity research. Researchers have started to highlight the antagonism between the large empirical evidence on the positive effect of surface and deep-level similarity and the necessary and increasing efforts to augment diversity in teams and organizations (Perrigino and Jenkins, 2023; Kuwabara et al. , 2023).…”

Section: Discussionmentioning

confidence: 99%

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Leader–follower (dis)similarity in resilience, relational demography and absenteeism: a test of two competing perspectives

Parent‐Rocheleau

Bentein²,

Simard³

et al. 2023

JOEPP

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PurposeThis study sought to test two competing sets of hypotheses derived from two different theoretical perspectives regarding (1) the effects of leader–follower similarity and dissimilarity in psychological resilience on the follower's absenteeism in times of organizational crisis and (2) the moderating effect of relational demography (gender and age similarity) in these relationships.Design/methodology/approachPolynomial regression and response surface analysis were performed using data from 510 followers and 149 supervisors in a financial firm in Canada.FindingsThe results overall support the similarity–attraction perspective, but not the resource complementarity perspective. Dissimilarity in resilience was predictive of followers' absenteeism, and similarity in surface-level conditions (gender and age) attenuates the relational burdens triggered by resilience discrepancy.Practical implicationsThe findings reiterate the importance of developing employees' resilience, while shedding light on the importance for managers of being aware of their potential misalignment with subordinates resilience.Originality/valueThe results (1) suggest that it is the actual (di)similarity with the leader, rather than leader's degree of resilience, that shapes followers' absenteeism and (2) add nuance to the resilience literature.

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Section: Discussionsupporting

confidence: 64%

Section: Discussionmentioning

confidence: 99%

Section: Discussionmentioning

confidence: 99%

See 1 more Smart Citation

Leader–follower (dis)similarity in resilience, relational demography and absenteeism: a test of two competing perspectives

Parent‐Rocheleau

Bentein²,

Simard³

et al. 2023

JOEPP

View full text Add to dashboard Cite

show abstract

“…While it is true that “members of diverse teams may experience (a fear of) backlash whenever they display counterstereotypical behavior” (van Dijk et al ., 2017, p. 739) and “racial barriers can be a real impediment to socializing” (Phillips et al ., 2018, p. 6) – indicating that surface-level diversity may suppress authentic interactions – these conditions hold only when ignoring deep-level diversity (i.e. similarities or differences in terms of attitudes, personalities and beliefs; Harrison et al ., 1998) and the amount of effort that goes into “getting to know” diverse others (Kuwabara et al ., 2022).…”

Section: Overview Of Proposed Frameworkmentioning

confidence: 99%

Unlocking the benefits of diversity among healthcare workforces: a holistic view

Perrigino

Jenkins

2023

JHOM

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PurposeThe increasing diversity among workforces – as well as the increasing diversity among patient populations served – offers a variety of opportunities and potential pitfalls for healthcare organizations and leaders. To unravel this complexity, the authors aim to holistically understand how to maximize provider and patient experiences regardless of (1) the degree to which diversity is present or lacking, and (2) the type(s) of diversity under consideration.Design/methodology/approachThis conceptual paper develops a framework that combines three organizational behavior theories – emotional labor theory, similarity-attraction theory and climate theory – with evidence from the broader healthcare literature.FindingsAuthentic interactions yield positive outcomes for providers (i.e. improved job attitudes and work-related well-being) and patients (i.e. patient satisfaction) and acts as a mediator between demographic diversity and positive outcomes. Demographic similarity facilitates authentic interactions, whereas demographic diversity creates an initial barrier to engaging authentically with others. However, the presence of a positive diversity climate eliminates this barrier.Originality/valueThe authors offer a conceptual model to unlock positive outcomes – including reduced absenteeism, better morale and improved patient satisfaction – regardless of the level and types of diversity present within the workforce. In addition to deriving an agenda for future research, the authors offer practical applications regarding how diversity can be more effectively managed and promoted within healthcare organizations.

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“…Second, while the specific human capital developed at prior affiliations can provide signals of quality (Bidwell et al., 2015; Ho, 2009; Rivera, 2016), the social capital, values, and mental models built at former organizations may also strengthen individuals’ aspirations for interpersonal attraction and social similarity (Kuwabara et al., 2023; Lazar et al., 2020; Vissa, 2011). FTs that have coalesced partially on common memberships may have developed preferences for working with others affiliated with the same professional organizations – for example, based on their values, attitudes, or personalities – and predispose their firm to a culture that prioritizes tie homophily.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Affiliation‐based hiring in startups and the origins of organizational diversity

Brymer

Rocha

2023

Personnel Psychology

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Multiple imperatives call for more diversity in organizations, yet we know surprisingly little about why some organizations become more diverse than others. We focus on the early stages of organizations—the composition of founding teams (FTs) and the evolution of subsequent hiring practices, namely the prominence of finding new employees via founders’ prior employer and educational affiliations. Drawing upon theories of entrepreneurial resource mobilization and attraction–selection–attrition (ASA), we argue that FTs with common professional ties imprint post‐founding hiring routines by making affiliation‐based hiring (ABH) a more prominent practice to select new personnel. We posit that, although ABH fades quickly after founding, using this hiring strategy in the early stages of an organization shapes its trajectory for diversity and contributes to workforce homogenization in several dimensions as new firms mature. Using a mixed‐methods approach combining large‐scale employer–employee linked data from Denmark and in‐depth surveys with founders from the US and UK, we find robust support for our theory and provide novel insights to the hiring processes in entrepreneurial firms. Our work advances our understanding of the enigmatic origins of within‐organization homogeneity progression and offers important contributions to both theory and practice.

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Lay Theories of Instrumental Relations: Explaining Individual Differences in Dispositional Similarity-Attraction

Cited by 10 publications

References 67 publications

Leader–follower (dis)similarity in resilience, relational demography and absenteeism: a test of two competing perspectives

Leader–follower (dis)similarity in resilience, relational demography and absenteeism: a test of two competing perspectives

Unlocking the benefits of diversity among healthcare workforces: a holistic view

Affiliation‐based hiring in startups and the origins of organizational diversity

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