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When opposites do (and do not) attract: interplay of leader and follower self-identities and its consequences for leader–member exchange

Jackson, Erin M. and Johnson, Russell E. 2012, When opposites do (and do not) attract: interplay of leader and follower self-identities and its consequences for leader–member exchange, Leadership quarterly, vol. 23, no. 3, pp. 488-501, doi: 10.1016/j.leaqua.2011.12.003.

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Title When opposites do (and do not) attract: interplay of leader and follower self-identities and its consequences for leader–member exchange
Author(s) Jackson, Erin M.
Johnson, Russell E.
Journal name Leadership quarterly
Volume number 23
Issue number 3
Start page 488
End page 501
Total pages 3
Publisher Elsevier
Place of publication Amsterdam, The Netherlands
Publication date 2012-06
ISSN 1048-9843
Keyword(s) leader-member exchange
self-identity
person-person fit
inter-rater agreement
task performance
organizational citizenship behavior
Summary Employees' self-identities, or theways inwhich they define themselves relative to others, have implicationsfor the quality of leader and follower relationships at work. Although self-identity hasbeen examined within the context of transformational and charismatic leadership, its relevancefor leader–member exchange (LMX) has received little attention. In this study we integrate LMXand self-identity theories. Doing so proved useful because it was found that leader and followeridentities predicted LMX quality, as did the fit between leader and follower identities andinteractions among fit at different self-identity levels. LMX quality fully mediated relationships ofself-identity fit with job performance, regardless of whether LMX was reported by subordinatesor their supervisors. Lastly, we also found that self-identity predicted LMX agreement acrosssupervisors and subordinates. Implications of our findings for theory and practice are discussed.
Language eng
DOI 10.1016/j.leaqua.2011.12.003
Field of Research 150310 Organisation and Management Theory
1503 Business And Management
Socio Economic Objective 910402 Management
HERDC Research category C1.1 Refereed article in a scholarly journal
ERA Research output type C Journal article
Copyright notice ©2011, Elsevier
Persistent URL http://hdl.handle.net/10536/DRO/DU:30090833

Document type: Journal Article
Collection: Department of Management
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