Leader–follower pessimism (in)congruence and job satisfaction: The role of followers’ identification with a leader

Abstract

Purpose

The purpose of this paper is to examine the (in)congruence of leaders’ and followers’ cognitive characteristics (i.e. pessimism), followers’ identification with a leader and job satisfaction.

Design/methodology/approach

Data from 291 working professionals are analyzed, following a series of hierarchical linear modeling and mediated polynomial regression analyses.

Findings

Polynomial regression analysis results indicate that alignment (congruence) between leaders’ pessimism and followers’ pessimism, when both are at high levels, is related to low levels of job satisfaction. Further, leader–follower congruence at lower levels of pessimism leads to high levels of job satisfaction through the mediator of followers’ perceived identification with a leader.

Originality/value

By identifying (in)congruence of leader–follower pessimism as a key antecedent, and taking an explanatory mechanism of identification with a leader into account, the authors contribute to disentangling the conceptual paths that underlie the mode by which implicit leadership theory might explain instances of individual job satisfaction.

Citation

Bunjak, A., Černe, M. and Wong, S.I. (2019), "Leader–follower pessimism (in)congruence and job satisfaction: The role of followers’ identification with a leader", Leadership & Organization Development Journal, Vol. 40 No. 3, pp. 381-398. https://doi.org/10.1108/LODJ-07-2018-0269