Abstract
ABSTRACT Drawing upon research into relative leader–member exchange (LMX) and social identity approaches to leadership, this study explores how congruence in the LMX quality of individuals and their teammates affects the team identification of those individuals. This, in turn, influences individuals’ job performance. Results of polynomial regressions on 575 dyads support the congruence hypothesis. Further, we find asymmetrical incongruence effects in which individuals have lower team identification and poorer job performance when their LMX is lower in quality than their teammates compared to the opposite situation. These findings emphasize the pivotal role played by leaders and teammates in promoting employee team identification at work.
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