Abstract
This article explores the counterintuitive notion that congruence in the importance family firm supervisors and their employees place on socioemotional wealth is negatively associated with employee citizenship and proactive behaviors, while incongruence has positive effects. Results from polynomial regression analysis of data collected from 159 family firm supervisor–employee dyads support our complacency theory-based model, suggesting that congruence creates attentional lethargy and complacency toward organizational citizenship and proactivity while incongruence makes the need to engage in beneficial behaviors more salient. The negative effects of congruence are alleviated by higher levels of leader–member exchange. Theoretical and practical implications are discussed.
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