The (in)congruence effect of leaders' narcissism identity and reputation on performance: A socioanalytic multistakeholder perspective.

Judgments about others' personal characteristics intertwine with social interactions in the workplace. The personality and social psychology literatures show forming impressions of what others are like is vitally important, in part, because it facilitates the forecasting and acceptance of others' behavior. Interestingly, very few studies consider others' (i.

Not all differentiation is the same: Examining the moderating effects of leader-member exchange (LMX) configurations.

Leaders often influence whether an employee stays or quits and yet research in collective turnover, or turnover at the work-unit level, has neglected leadership as a key antecedent. In the current study we examine how the quality of leader-member relationships within a group (i.e.

Are we on the same page? The performance effects of congruence between supervisor and group trust.

Taking a multiple-stakeholder perspective, we examined the effects of supervisor-work group trust congruence on groups' task and contextual performance using a polynomial regression and response surface analytical framework. We expected motivation experienced by work groups to mediate the positive influence of trust congruence on performance. Although hypothesized congruence effects on performance were more strongly supported for affective rather than for cognitive trust, we found significant indirect effects on performance (via work group motivation) for both types of trust.

Leader-team congruence in power distance values and team effectiveness: the mediating role of procedural justice climate.

We examine the effect of (in)congruence between leaders' and teams' power distance values on team effectiveness. We hypothesize that the (in)congruence between these values would differentially predict team effectiveness, with procedural justice climate serving as a mediator. Using multisource data and polynomial regression, we found that similarities (and differences) between leaders' and their teams' power distance values can have consequential effects on teams' justice climate and, ultimately, their effectiveness (viz.