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This study aims to investigate the relationship between leader‐subordinate congruence and performance and satisfaction.

Data were gathered from 267 leader‐subordinate dyads in a light manufacturing electrical assembly plant in Wales and 82 leader‐subordinate dyads in another, in England, UK. Data on personality of the respondents and their supervisors were gathered using the 16 personality factor test. The absolute difference between the personality score of the respondent and the supervisor for each of the five secondary personality factors were calculated. The absolute differences were then totalled to obtain a total difference score.

As expected, there was a significant correlation between the difference scores and satisfaction with the supervisor and overall job satisfaction. The results suggest that, if management wishes to improve satisfaction of their subordinates, the personalities of supervisor and subordinate should be similar. The direction of the relationship between difference scores and performance scores in the two companies were in opposite directions to each other. Possible causes and implications for managers are discussed.

This paper establishes that the relationship between congruence and performance is contingent on the nature of work interaction between the leader and the subordinate.

Based on the social exchange theory, this study explores the mechanism of leader–subordinate power distance orientation (PDO) congruence with employees' taking charge behavior (TCB) and also verifies the moderated mediation effect of employees' promotion regulatory focus (PROM-F) on leader–subordinate PDO congruence and on employees' TCB through trust in the leader (which is the mediator).

Based on 296 questionnaires from 46 teams of Chinese enterprises, the authors use cross-level polynomial regressions and response surface techniques to analyze the effect of leader–subordinate PDO congruence on employees' TCB and use the block variable technique to test the mediating effect of trust in the leader.

(1) When leader–subordinates' PDO is congruent, the leader–subordinate low-low PDO matching pattern leads to more employees' TCB than the leader–subordinate high-high PDO matching pattern. (2) When leader–subordinate PDO is incongruent, the leader–subordinate low–high PDO matching pattern will lead to more TCB than the high-low PDO pattern.

(1) Encourage and promote the development of diverse cultures in enterprises. (2) Respect the power and status of employees and encourage a low-PDO leadership style. (3) Increase credibility by developing and establishing a good corporate leader image.

(1) The unique background of this survey offers important cross-cultural information on the effects of leader–subordinate PDO congruence. (2) The results of this research enrich the theoretical understanding of the factors that influence TCB. (3) Reveal the internal mechanisms of CPD congruence with TCB and demonstrate an indirect effect of trust in leader. (4) The discussion of the moderating role of employee's PROM-F will also deepen the understanding of the exchange relationship between leaders and subordinates.

Drawing upon the social identity approach, this research examines whether and how leader–subordinate congruence at high levels of proactive personality facilitates subordinate creativity.

Two different data sets (Study 1: N = 205; Study 2: N = 222) were collected from leader–subordinate dyads in China to provide stronger empirical evidence regarding our hypotheses. Polynomial regression and response surface analyses were used to test our predictions.

Subordinate creativity in the scenario in which the leader and subordinate shared a highly proactive personality (i.e. high–high congruence) was higher than that in the incongruence or low–low congruence scenario. The subordinate's identification with the leader mediated the above relationships such that the indirect relationship between leader–subordinate proactive personality and subordinate creativity via identification with the leader was maximized in the high–high congruence scenario.

The findings suggest that organizations should consider selecting both highly proactive leaders and highly proactive subordinates to facilitate the subordinates' identification and subsequent creativity.

This research highlights the crucial role of leader–subordinate congruence in strong proactive personality for the promotion of creativity and reveals that identification with the leader accounts for the above relationship.

This study aims to examine the interplay between person–environment fit (PE fit), empowerment and leader–member exchange (LMX) in the United Arab Emirates (UAE).

The final sample consisted of 733 respondents collected randomly from various business sectors in the UAE. Data was analysed and tested for moderation using Smart-PLS.

This study’s results show LMX to be a negative moderator. They reveal that LMX plays a crucial role in the relationship between PE Fit and job satisfaction, particularly when the fit is poor. Moreover, LMX was found to be a significant negative moderator between empowerment and satisfaction, highlighting its importance when empowerment is lacking.

It is important to note that the current study is cross-sectional, which means it cannot establish causation. Only a pure experimental design can provide such conclusive evidence. This limitation should be considered when interpreting the findings.

This research highlights a significant finding in turbulent times when PE fit and empowering practices are often lacking: LMX can play a compensatory role. This insight can be invaluable for human resources managers, offering a practical solution to maintaining employee satisfaction in challenging times.

The positive impact of enhanced job satisfaction and improved work relationships extends beyond the organization to stakeholders and society at large.

This research fills a gap in the existing literature by investigating the interaction between the PE fit variable and other variables, such as LMX. This novel approach offers a new perspective for HR managers, potentially enabling them to enhance their strategies for improving employee satisfaction.

Given that the relationship between proactive personality and turnover intention is not straightforward in the literature, the authors address two research questions focusing on the nursing profession: does proactive personality negatively influence nurses' turnover intention by alleviating their lack of professional recognition? And does a supervisor’s proactive personality act as a boundary condition for the mediating effects of the lack of professional recognition in the link between proactive personality and turnover intentions?

A moderated mediation model linking proactive personality and turnover intentions was developed and tested on a sample of 579 nurses in 88 work units in general hospitals in South Korea.

The results of multilevel path analysis reveal that proactive personality has a negative indirect relationship with turnover intention via lack of professional recognition. Additionally, the indirect relationship is strengthened when the supervisor’s proactive personality is low.

These findings provide valuable empirical evidence on the inconclusive relationship between proactive personality and turnover intention by highlighting the role of proactive personality in attenuating the influence of negative occupational factors. Moreover, proactive personality as a boundary condition for the aforementioned relationship was empirically examined.

The purpose of this two-wave longitudinal study was to examine the impact of leader–member exchange (LMX) on employee performance through trust in leader and appraisal satisfaction both cross-sectionally and after one year, and the reciprocal effect of employee performance on LMX one year later.

A full panel data design was applied and the sample consisted of 289 employees of a Peruvian insurance organization. Structural equation modeling (SEM) was used to test the research hypotheses.

The results show the relationship between LMX and performance was sequentially mediated by trust in leader and appraisal satisfaction on both occasions. Additionally, employee performance at Time 1 positively influenced LMX at Time 2.

This study highlights the dynamic and complex relationship between LMX and employee performance over time while identifying relevant variables that influence it.

El propósito de este estudio longitudinal fue examinar el impacto del intercambio líder-miembro (LMX) en el desempeño de los trabajadores a través de la confianza en el líder y la satisfacción con la evaluación, tanto de forma transversal como después de un año, así como el efecto recíproco del desempeño en LMX un año después.

La muestra estuvo compuesta por 289 trabajadores de una aseguradora peruana. Se aplicó un diseño de panel y se utilizó el modelado de ecuaciones estructurales (SEM en inglés) para probar las hipótesis de investigación.

Los resultados muestran que la relación entre LMX y el desempeño fue mediada secuencialmente por la confianza en el líder y la satisfacción con la evaluación en ambas ocasiones. Además, el desempeño de los empleados en el memento 1 influyó positivamente en LMX en el memento 2.

Este estudio destaca la relación dinámica y compleja entre LMX y desempeño de los trabajadores a lo largo del tiempo, mientras que identifica variables relevantes que lo influyen.

Followers’ affective commitment to change has been found to constitute a strong predictor of the success of change initiatives in organizations. Several studies have yet shown positive effects of transformational leadership on followers’ commitment to change. However, up to date there is no study examining the direct effects of different transformational leadership behaviors on followers’ commitment to change and the moderating impact of leaders’ commitment to change on these relationships. The paper aims to discuss these issues.

This study uses a cross-sectional, multilevel design based on multisource date from 38 teams from different organizations with a total of 177 participating team members. Data of leaders’ and followers’ commitment to change as well as ratings of transformational leadership behavior were captured applying a quantitative approach.

Results show a significant positive effect of the transformational leadership behavior “individual support” on followers’ affective commitment toward change. Moreover, the transformational leadership behavior “providing an appropriate model” was shown as only positively contributing to followers’ commitment to change when leaders’ own commitment toward change was high.

Due to the multilevel and multisource data, the sample is relatively small which limits the external validity of findings. Also, future studies should invest in longitudinal replication of relationships. Research on leaders’ and followers’ commitment to change should continue to develop more complete models of interacting influence factors.

For team leaders and organizations, results underline the importance of individual support of team members. Thus, leaders need to be enabled to invest individual leadership in the long run. Also, leaders need to become aware of their own commitment toward the change and, going beyond, need to develop a positive bond to the change if they want to be able to act as successful role models.

This paper contributes to existing literature by offering a more detailed insight for researchers and practitioners into the effectiveness of transformational leadership in change by exploring the impact of different transformational leadership behaviors effecting followers’ commitment to change. Moreover, it provides important knowledge about the relevance of leaders’ own commitment to change as a moderator of effective leadership in change.

The purpose of this study is to examine how construction project managers’ conflict management styles (CMSs) affect project team resilience from the perspective of social identity theory.

This study adopted a cross-sectional survey design and collected paired data from 110 construction project managers and 474 employees in China. Based on the data collected, the authors tested the proposed hypotheses using hierarchical regression analysis.

The results show that a project manager’s cooperative CMS positively affects team resilience, and a project manager’s competitive and avoidant CMS negatively affects team resilience. Team followership plays a mediating role in this relationship. The team power distance moderates the effects of a project manager’s cooperative and avoidant CMSs on team followership.

This paper enriches the existing literature on conflict management in construction projects and have potential guiding significance and application value for team resilience management practices.

Researchers have studied supervisors’ proactive personality in its relationship with employees’ attitudes. However, little attention has been given to how employees react to instances of supervisors’ proactive behavior. Drawing from P-E fit theory, we propose that the relationship between supervisor weekly taking charge behavior (TCB, the quintessential proactive behavior) and employees’ weekly job attitudes depends on employees’ proactive personality.

Utilizing a diary study, we investigate how employees’ proactive personality moderates the within-person relationship between supervisor TCB and employees’ attitudes (measured as job satisfaction and affective commitment). We surveyed 39 employees ten times over ten weeks.

Multi-level analyses partially supported our predictions on the differential effects of weekly supervisor TCB on employees’ job attitudes. Supervisors’ above-average TCB was significantly related to higher levels of employees’ job satisfaction and marginally related to affective commitment for employees with high proactive personality, but not for those with low proactive personality. Supplemental analyses revealed that our results are unique to supervisor TCB and not to supervisor helping behavior.

Our study is among the first to utilize a dynamic approach to understand the consequences of supervisors’ proactive work behavior in the context of P-E fit research. Our findings will open several fruitful avenues for future research that continue to understand the powerful effects of supervisors’ proactivity.

This study explores the impact of ethical and authentic leadership on employees' workplace perceptions, focusing on organisational citizenship behaviour (OCB), trust in leader, commitment, employee voice and empowerment in independent hotels across two contrasting Global Leadership and Organizational Behaviour Effectiveness (GLOBE) clusters: Germanic and Middle-Eastern clusters. It examines how national culture influences these relationships in the hospitality industry.

Data were collected from 1,678 employees in independent hotels in the Germanic European cluster (Germany and the Netherlands) and the Middle-Eastern cluster (Qatar and Turkey) using selective and snowball sampling techniques. Hypotheses were tested using two-stage structural equation modelling.

Ethical leadership significantly affects employee voice in Germany and the Netherlands but not in Qatar and Turkey. Authentic leadership positively influences employee voice in Qatar, Turkey and Germany but does not significantly impact trust in leader in any of the four countries. The study underscores the role of cultural dimensions, particularly power distance, in shaping these relationships.

This research contributes to the literature by investigating the effects of ethical and authentic leadership on key organisational variables in culturally diverse contexts within the hospitality industry. The findings highlight the necessity of considering national culture in leadership practices and suggest practical implications for independent hotels to adapt their leadership approaches to enhance employee outcomes. Future research should explore cultural dimensions as moderators in organisational relationships.