Two of a Kind? Leader–Member Exchange and Organizational Citizenship Behaviors:
The Moderating Role of Leader–Member Similarity

Abstract

This study investigates the role of similarity in ethnic origin between supervisor and employee as a potential moderator between subordinates' leader–member exchange (LMX) and organizational citizenship behavior (OCB). The results support the interaction effect of supervisor–subordinate ethnic differences with LMX and OCB. As hypothesized, OCB was positively related to LMX for both ethnically similar and dissimilar dyads, but the relationship was strongest for similar dyads.

Leader inclusiveness, psychological diversity climate, and helping behaviors

“…We included gender (male ¼ 0, female ¼ 1), racioethnicity (racioethnic majority ¼ 0, minority ¼ 1), age, and educational background as control variables because they have been included in previous work on helping-focussed behaviors as controls or as focal variables (Aquino, 1995;Ng and Feldman, 2008;Waismel-Manor et al, 2010). Table I shows descriptive statistics and correlations among the variables.…”

Combining Associations Between Emotional Intelligence, Work Motivation, and Organizational Justice With Counterproductive Work Behavior: A Profile Analysis via Multidimensional Scaling (PAMS) Approach

“…The underlying proposition underlying LMX theory is that managers tend to employ different management styles for each of their subordinates (Graen and Uhl-Bien, 1995; see also Waismel-Manor et al, 2010). In turn, each specific relationship and corresponding management style induces corresponding differential responses and attitudes in subordinates, including different types of engagement (Aggarwal et al, 2020) and performance behaviors (Ilies et al, 2007).…”

Top management team faultlines and firm performance: Examining the CEO-TMT interface

“…Second, CEO-TMT similarity is likely to encourage TMT members to identify with the executive team's leader (Yoshida, Sendjaya, Hirst, & Cooper, 2014), and thus establish intrateam identification (Wang & Rode, 2010). According to the social identity theory of leadership (Hogg, 2001), demographic similarity acts as a key determinant of a leader's ability to generate a shared group identification (Mitchell et al, 2015;Waismel-Manor, Tziner, Berger, & Dikstein, 2010), reduce the us versus them attitude between intra-team subgroups (Hirst, van Dick, & van Knippenberg, 2009), and promote the development of shared mental models among team members (Mathieu, Heffner, Goodwin, Salas, & Cannon-Bowers, 2000). When similarity between the leader and the rest of the team is high, team members are less susceptible to interpersonal stereotyping (Mitchell et al, 2015), as they emphasize their similarities to the team's leader rather than their differences with other members (Hirst et al, 2009).…”