Can opposites attract? personality heterogeneity in supervisor-subordinate dyads as a predictor of subordinate outcomes

Theresa M Glomb, Elizabeth T. Welsh

Research output: Contribution to journalReview articlepeer-review

50 Scopus citations

Abstract

Unlike the majority of research hypothesizing that similarity between individuals results in positive individual outcomes, this article examines whether dissimilarity results in positive outcomes. On the basis of interpersonal interaction theory, the authors hypothesized that dissimilarity in the personality dimension of control within supervisor-subordinate dyads is positively associated with the subordinate's satisfaction with the supervisor; results obtained with polynomial regression techniques were supportive. However, for 2 other outcomes, organizational citizenship behaviors and work withdrawal, neither similarity nor dissimilarity within the dyad was important; subordinate level of control was related to organizational citizenship behaviors reported by subordinates, and supervisor level of control was related to work withdrawal reported by subordinates. These findings portray the importance of examining relationship complexities beyond similarity in organizational dyad research.

Original languageEnglish (US)
Pages (from-to)749-757
Number of pages9
JournalJournal of Applied Psychology
Volume90
Issue number4
DOIs
StatePublished - Jul 1 2005

Keywords

  • Job outcomes
  • Personality heterogeneity
  • Supervisor-subordinate dyads

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