Abstract
PurposeBuilding on the person–supervisor fit theory, this paper examines how and when leader–follower moqi congruence positively impacts task performance.Design/methodology/approachWith data collected from 174 leader–follower dyads in 41 project teams in Shanghai, China, the authors use polynomial regression and response surface plots to test the hypotheses on the effects of leader–follower moqi congruence.FindingsLeader–follower moqi congruence positively affects followers' task performance, mediated by coordination. Task coordination was of higher quality when the congruence is achieved at a high level of moqi than at a low level. The effect of leader–follower moqi congruence on task performance (mediated by coordination) was weaker when leader-member exchange was low than when it was high.Originality/valueThis study identifies why leader–follower moqi can improve coordination and task performance. It extends person–supervisor fit theory and is an enhancement for moqi research and practice.
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