Effects of Managerial Performance and Attitudinal Similarity on Interpersonal Attraction

Abstract

Despite the importance of interpersonal attraction for group behaviors, it has been largely unexplored in the context of organizational environments. This study examined two possible determinants of interpersonal attraction in organizational settings: managers' performance and perceived attitudinal similarity. Using a videotape medium, subjects assessed their interpersonal attraction to a manager interacting with a subordinate within a 3 × 3 experimental design. Main effects for managerial competence and perceived attitudinal similarity were observed but with no evidence of an interaction effect.