Effects of Leader-Follower Extraversion Congruence and Sectoral Difference on Leader-Member Exchange: A Cross-Sectional Study

Qishan Chen,1,&ast;,2 Shuting Yang,3,&ast; Miaosi Li,3 Jingyi He,1,2 Liuying Lu1,2 1Key Laboratory of Brain, Cognition and Education Sciences, Ministry of Education, Guangzhou, People’s Republic of China; 2School of Psychology, Center for Studies of Psychological Application, and Guangdong K...

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Autores principales:	Chen Q, Yang S, Li M, He J, Lu L
Formato:	article
Lenguaje:	EN
Publicado:	Dove Medical Press 2021
Materias:	leader-member exchange leader-follower extraversion sectoral difference self-categorization theory Psychology BF1-990 Industrial psychology HF5548.7-5548.85
Acceso en línea:	https://doaj.org/article/5a7eaf41917647208ceb28a104e83adb
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spelling	oai:doaj.org-article:5a7eaf41917647208ceb28a104e83adb2021-11-07T18:42:57ZEffects of Leader-Follower Extraversion Congruence and Sectoral Difference on Leader-Member Exchange: A Cross-Sectional Study1179-1578https://doaj.org/article/5a7eaf41917647208ceb28a104e83adb2021-11-01T00:00:00Zhttps://www.dovepress.com/effects-of-leader-follower-extraversion-congruence-and-sectoral-differ-peer-reviewed-fulltext-article-PRBMhttps://doaj.org/toc/1179-1578Qishan Chen,1,&ast;,2 Shuting Yang,3,&ast; Miaosi Li,3 Jingyi He,1,2 Liuying Lu1,2 1Key Laboratory of Brain, Cognition and Education Sciences, Ministry of Education, Guangzhou, People’s Republic of China; 2School of Psychology, Center for Studies of Psychological Application, and Guangdong Key Laboratory of Mental Health and Cognitive Science, South China Normal University, Guangzhou, People’s Republic of China; 3Beijing Key Laboratory of Applied Experimental Psychology, National Demonstration Center for Experimental Psychology Education (Beijing Normal University), Faculty of Psychology, Beijing Normal University, Beijing, People’s Republic of China&ast;These authors contributed equally to this workCorrespondence: Qishan Chen Email kaisanchan@163.comPurpose: Drawing upon self-categorization theory and the comparative literature on public and private sectors, the purpose of this study is to examine whether leader-follower extraversion congruence is positively related to leader-member exchange (LMX) and whether congruence at high levels of extraversion results in higher LMX than congruence at low levels. Furthermore, the study aims to investigate the moderating role of sectoral difference in the relationship between extraversion fit and LMX.Methods: Participants were 320 leader-follower dyads (53 leaders and 320 followers) from various public and private sectors in the Chinese cultural context. The extraversion part of the Revised NEO Personality Inventory (NEO-PI-R) and leader-member exchange multidimensional measure (LMX-MDM) were used to measure extraversion and LMX, respectively. Hypotheses were tested using cross-level moderated polynomial regression and response surface analysis.Results: Leader-follower extraversion congruence was not significantly associated with LMX, and there was no significant difference in LMX between congruence at high levels of extraversion and congruence at low levels. However, sectoral difference moderated the relationship between extraversion fit and LMX. Specifically, in the public sector, leader-follower extraversion congruence was positively related to LMX, and LMX was higher when leader and follower extraversion were both at a high level compared to when they were at a low level. In the private sector, this fit effect vanished.Practical Implications: The results suggest that, in the public sector, when organizations deal with the deployment of staff, taking leader-follower extraversion fit into account may mitigate possible later relationship conflicts. However, in the private sector, by not emphasizing extraversion fit, organizations can focus resources on more crucial factors.Originality/Value: By considering sectoral difference as the boundary condition of leader-follower extraversion fit, this study extends the comparative literature on public and private sectors and supports self-categorization theory.Keywords: leader-member exchange, leader-follower extraversion, sectoral difference, self-categorization theoryChen QYang SLi MHe JLu LDove Medical Pressarticleleader-member exchangeleader-follower extraversionsectoral differenceself-categorization theoryPsychologyBF1-990Industrial psychologyHF5548.7-5548.85ENPsychology Research and Behavior Management, Vol Volume 14, Pp 1833-1846 (2021)
institution	DOAJ
collection	DOAJ
language	EN
topic	leader-member exchange leader-follower extraversion sectoral difference self-categorization theory Psychology BF1-990 Industrial psychology HF5548.7-5548.85
spellingShingle	leader-member exchange leader-follower extraversion sectoral difference self-categorization theory Psychology BF1-990 Industrial psychology HF5548.7-5548.85 Chen Q Yang S Li M He J Lu L Effects of Leader-Follower Extraversion Congruence and Sectoral Difference on Leader-Member Exchange: A Cross-Sectional Study
description	Qishan Chen,1,&ast;,2 Shuting Yang,3,&ast; Miaosi Li,3 Jingyi He,1,2 Liuying Lu1,2 1Key Laboratory of Brain, Cognition and Education Sciences, Ministry of Education, Guangzhou, People’s Republic of China; 2School of Psychology, Center for Studies of Psychological Application, and Guangdong Key Laboratory of Mental Health and Cognitive Science, South China Normal University, Guangzhou, People’s Republic of China; 3Beijing Key Laboratory of Applied Experimental Psychology, National Demonstration Center for Experimental Psychology Education (Beijing Normal University), Faculty of Psychology, Beijing Normal University, Beijing, People’s Republic of China&ast;These authors contributed equally to this workCorrespondence: Qishan Chen Email kaisanchan@163.comPurpose: Drawing upon self-categorization theory and the comparative literature on public and private sectors, the purpose of this study is to examine whether leader-follower extraversion congruence is positively related to leader-member exchange (LMX) and whether congruence at high levels of extraversion results in higher LMX than congruence at low levels. Furthermore, the study aims to investigate the moderating role of sectoral difference in the relationship between extraversion fit and LMX.Methods: Participants were 320 leader-follower dyads (53 leaders and 320 followers) from various public and private sectors in the Chinese cultural context. The extraversion part of the Revised NEO Personality Inventory (NEO-PI-R) and leader-member exchange multidimensional measure (LMX-MDM) were used to measure extraversion and LMX, respectively. Hypotheses were tested using cross-level moderated polynomial regression and response surface analysis.Results: Leader-follower extraversion congruence was not significantly associated with LMX, and there was no significant difference in LMX between congruence at high levels of extraversion and congruence at low levels. However, sectoral difference moderated the relationship between extraversion fit and LMX. Specifically, in the public sector, leader-follower extraversion congruence was positively related to LMX, and LMX was higher when leader and follower extraversion were both at a high level compared to when they were at a low level. In the private sector, this fit effect vanished.Practical Implications: The results suggest that, in the public sector, when organizations deal with the deployment of staff, taking leader-follower extraversion fit into account may mitigate possible later relationship conflicts. However, in the private sector, by not emphasizing extraversion fit, organizations can focus resources on more crucial factors.Originality/Value: By considering sectoral difference as the boundary condition of leader-follower extraversion fit, this study extends the comparative literature on public and private sectors and supports self-categorization theory.Keywords: leader-member exchange, leader-follower extraversion, sectoral difference, self-categorization theory
format	article
author	Chen Q Yang S Li M He J Lu L
author_facet	Chen Q Yang S Li M He J Lu L
author_sort	Chen Q
title	Effects of Leader-Follower Extraversion Congruence and Sectoral Difference on Leader-Member Exchange: A Cross-Sectional Study
title_short	Effects of Leader-Follower Extraversion Congruence and Sectoral Difference on Leader-Member Exchange: A Cross-Sectional Study
title_full	Effects of Leader-Follower Extraversion Congruence and Sectoral Difference on Leader-Member Exchange: A Cross-Sectional Study
title_fullStr	Effects of Leader-Follower Extraversion Congruence and Sectoral Difference on Leader-Member Exchange: A Cross-Sectional Study
title_full_unstemmed	Effects of Leader-Follower Extraversion Congruence and Sectoral Difference on Leader-Member Exchange: A Cross-Sectional Study
title_sort	effects of leader-follower extraversion congruence and sectoral difference on leader-member exchange: a cross-sectional study
publisher	Dove Medical Press
publishDate	2021
url	https://doaj.org/article/5a7eaf41917647208ceb28a104e83adb
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Effects of Leader-Follower Extraversion Congruence and Sectoral Difference on Leader-Member Exchange: A Cross-Sectional Study

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