Supervisor Fit Research Articles

Linking Person Supervisor Fit With Employee Performance and Work Engagement: The Mediating Role of LMX

Leaders have become a key factor in determining the future of an organization. For this reason, support from leaders is very influential on work engagement and employee performance in the organization. Leaders can form a conducive work atmosphere so that employees can be motivated to work. This study aims to link person supervisor fit to employee performance and work engagement mediated by a leader-member exchange. Respondents in this study were employees of six Islamic banks in the province of DIY. Collecting data through questionnaires were distributed online and offline to 158 employees of Islamic Banks. Data were analyzed through SEM-PLS using SMART-PLS software. The results of this study prove that PS-Fit can have a positive effect on employee performance and work engagement. In addition, this study can also examine the role of LMX as a mediating variable that connects PS-Fit to employee performance and employee work engagement. For this reason, managers at Islamic Banks need to optimize the role of leaders in the company, such as improving interpersonal relationships with employees in order to improve employee performance and employee work engagement.

Birds of a feather flock together? Leader–member trait mindfulness congruence effects on work outcomes

PurposeDrawing upon person–supervisor fit theory, a model is developed to illustrate how leader–member trait mindfulness (in)congruence may impact leader–member exchange (LMX) and how such trait mindfulness (in)congruence can indirectly influence taking charge.Design/methodology/approachPolynomial regression and response surface methodology are used to analyze 237 valid matched leader–member dyads.FindingsLMX increases as leaders' and members' trait mindfulness become more aligned; LMX is higher when leader–member dyads are congruent at high levels (vs low levels). In the case of incongruence, LMX is higher when the member's trait mindfulness exceeds that of the leader. Furthermore, the relationship between leader–member trait mindfulness (in)congruence and taking charge is mediated by LMX.Practical implicationsThe joint and interactive role of high trait mindfulness in leader–member dyads can help them to generate high-quality interpersonal exchange, as well as to cope with challenges posed by present and future changes.Originality/valueThe linear, nonlinear, simultaneous and interactive effects of dyadic trait mindfulness expand previous research, clarifying that the evaluation of leader–member congruence and incongruence at various degrees, and for various patterns of trait mindfulness, is more informative than examining the direct effect alone.

The Curvilinear Effects of Leader Public Service Motivation on Person–Supervisor Fit and Subordinate Emotional Exhaustion: Evidence From Field and Experimental Studies

Past research has shed important light on the dark side of individuals’ public service motivation (PSM) in relation to their own well-being. This study turns attention to the role of leader PSM and asks whether it could have a curvilinear relationship with subordinate emotional exhaustion. Drawing from the person–environment (P-E) fit perspective, this study proposes that this curvilinear relationship is mediated by perceptions of person–supervisor (PS) fit and moderated by subordinate PSM. The results from the field and two experimental vignette studies in Thailand provide support for the proposed hypotheses. In particular, higher levels of emotional exhaustion and lower levels of PS fit were observed at the low and high levels of leader PSM, whereas the moderate level of leader PSM was associated with lower emotional exhaustion and higher PS fit. The results from the experimental studies further indicate that individuals with high PSM, in comparison with those with low PSM, perceived higher PS fit with leaders who have moderate to high levels of PSM, in turn, experiencing less emotional exhaustion. These findings highlight the potential dark side of leader PSM, which lends further credence to the too-much-of-a-good-thing effect. Nevertheless, these effects also depend on employees’ PSM levels.

How (in)congruence of leader–follower learning goal orientation influences leader–member exchange and employee innovation

PurposeDrawing on the person–supervisor fit theory, this study aims to adopts a dyadic and relational approach to investigate the congruence between the leader’s and the follower’s learning goal orientation (LGO) on their leader–member exchange (LMX) quality and the follower’s innovation.Design/methodology/approachThe participants were 213 frontline employees and their 69 immediate supervisors from a large five-star hotel in China. The authors analyze the multiple-wave data using the cross-level polynomial regression approach.FindingsThe results show that when the levels of LGO between the leader and the follower are congruent, follower innovation and LMX are higher; when the levels of LGO between the leader and the follower are incongruent, it hinders LMX but benefits follower’s innovation.Research limitations/implicationsThis study implies that personality congruence and incongruence can be equally important in creating positive work outcomes, enriching the theoretical understanding and practical implications for promoting LMX and follower innovation in hospitality industry.Originality/valuePrior research has identified the importance of employees’ LGO in promoting innovation. However, the fit between employees’ and their leaders’ LGO has not been investigated.

Relationship between Person–Environment Fit Types and Turnover Intention: A Moderated Mediation Model


 
 
 In this study, drawing on Hobfoll’s Conservation of Resources (COR) Theory, we tested a moderated mediation model that investigates person–organization (PO) fit as the mediator and per- son–job (PJ) fit as the moderator in the relationship between person–supervisor (PS) fit and turnover intention. Data were collected from 232 bank employees in Turkey by using a survey method. Consistent with hypothesized conceptual scheme, results showed that PO fit mediated the relationship between PS fit and turnover intention. Furthermore, moderated mediation results indicate that PJ fit not only moderated the relationship between PS fit and PO fit but also reinforced the indirect effect of PS fit on turnover intention (via PO fit). We argue that indirect effect of PS fit on turnover intention through PO fit was stronger for employees with high job fit than for employees with low job fit. The theoretical and practical implications, limitations, and future research directions are also discussed.
 
 

Conscientiousness, Person Supervisor Fit and Organisational Citizenship Behaviour

Organisational Citizenship Behaviour (OCB) has become an on-going important aspect in Human Resource Management. OCB is essential in improving organisations in terms of performance and productivity. The objectives of this study are two-fold: (1) to investigate the relationship among conscientiousness and organisational citizenship behaviour, and (2) to investigate the relationship among person supervisor fit and organisational citizenship behaviour. With this study, the negative outcomes of OCB can be reduced while enhancing the better outcomes of OCB. This study was applied among the employees in the finance and insurance industry in Kota Kinabalu, Sabah, Malaysia with a sample of 185. The participants were chosen in a purposive sampling method to ensure they are working in the relevant industry. A mono design that is a quantitative method was applied through google form questionnaires. This study is being formulated at a theoretical level and tested at an empirical level with SPSS 27 and SmartPLS 3.0. This study revealed that both conscientiousness and person-supervisor fit have positive effects on organisational citizenship behaviour. This study recommended that the Ministry of Finance should focus on the enhancement of organisational citizenship behaviour with the relation of personality and the fit between an employee and a supervisor.

How and when does leader humility promote followers’ proactive customer service performance?

PurposeThis study aims to examine how and when leader humility influences subordinates’ proactive customer service performance (PCSP). Drawing upon the conservation of resources theory, this study theorizes a moderated mediation model with relational energy as the mediator and person–supervisor fit (P-S fit) as the moderator.Design/methodology/approachThis study conducted a three-wave survey in 20 hotels in China, collecting 467 valid questionnaires from frontline employees and supervisors. Hierarchical regression analysis and the PROCESS procedure were adopted for data analyses.FindingsLeader humility can facilitate followers’ PCSP, and relational energy mediates this relationship. Furthermore, P-S fit amplifies leader humility’s direct influence on relational energy, as well as magnifies leader humility’s indirect effect on PCSP through relational energy.Research limitations/implicationsCompanies need to be more concerned about selecting qualified candidates for management positions and fostering their humility via training, focus on employees’ relational energy and P-S fit and attempt to encourage PCSP in multiple ways.Originality/valueResearch on PCSP has largely neglected the influence of leader humility, which has the potential to be particularly effective in today’s hospitality industry, characterized by high dynamics. This study extends the literature on PCSP by connecting it with leader humility. It also provides new insights into the mechanism and boundary condition from a relational and resource perspective.

A Game of Reciprocity? The Effect of Leader–Follower Moqi Congruence on Task Performance

Building on person–supervisor fit theory, this paper examines the effect leader–follower congruence in moqi (tacit understanding between two parties) on task performance by task coordination based on the perspective of nonverbal communication styles symmetry. With data collected from 174 leader–follower dyads in 41 project teams in Shanghai of China, we use polynomial regression and response surface plots to test our hypotheses on the effect of leader–follower moqi congruence on task performance. Leader–follower moqi congruence had a positive effect on task performance, mediated by coordination. The type of leader–follower moqi congruence (high–high or low–low) affected the quality of coordination. The effect of leader–follower moqi congruence on task performance (via coordination) was weaker when leader–member exchange was low than when it was high. This study adds specificity in identifying why leader–follower moqi can improve task coordination and task performance.

A game of reciprocity? The effect of leader–follower moqi congruence on task performance

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.

Leader–member innovative work behavior (in)congruence and task performance: The moderating role of work engagement

We focus on dyadic interactions among supervisor- and employee-innovative work behavior (IWB) and how (in)congruence ([mis]fit) conditions relate to employee task performance. The logic of the person–supervisor (P–S) fit framework is used to explicate perceived supervisory performance ratings in the high-high fit and low-low fit situations, as well as designate the moderating effects of employee work engagement on the leader–member IWB incongruence–task performance link. A time-lagged two-source field research study on a sample of 157 employees and 40 direct supervisors from four public-sector organizations operating in an EU member state indicates that having highly innovative supervisors and likewise innovative employees produces the highest levels of employee task performance. Moreover, a moderated polynomial regression analysis revealed that employee work engagement buffers the effect of perceived misfit, elevating followers’ task performance in the condition of low supervisor-IWB and high employee-IWB. Contributions and implications for the innovation management and work engagement literature are discussed.

호텔 종사원의 개인-환경 적합성에 따른 혁신행동이 조직성과에 미치는 영향 연구: 서울지역에 위치한 5성급 호텔을 중심으로

As the corporate business performance could be differently shown according to the psychological, cultural, and social characteristics of organization members, the evaluation of fit showing the degree of identification and harmony between the person and the organization is important. This study was performed targeting the employees working for five star hotels. Data was put to the frequency analysis, correlation analysis, confirmatory factor analysis, and SEM analysis with the SPSS and AMOS programs. In the results of the analysis, the organization fit and job fit of environment fit had significantly positive effects on innovative behavior while the supervisor fit did not have significant effects on it. Also, the innovative behavior had significantly positive effects on organizational performance. Therefore, the organizations should provide the environment that could draw such positive thinking of work and innovative behavior by providing them with emotional support, consideration, and attention.

أثر التوافق بین الفرد وبیئة العمل على الأداء الابتکاری للمنظمة – دراسة میدانیة The impact of person-environment fit on the organization's innovative performance - A field study

استهدفت هذه الدراسة فهم تأثير التوافق بين الفرد وبيئة العمل (P-E Fit) على الأداء الابتکاري للمنظمة بشکل أفضل، ولتحقيق هذا الهدف تم استکشاف التأثيرات المباشرة لأبعاد التوافق بين الفرد وبيئة العمل (التوافق بين الفرد والوظيفة - التوافق بين الفرد والمنظمة - التوافق بين الفرد وجماعة العمل - التوافق بين الفرد والمشرف) على الأداء الابتکاري للمنظمة. وقد أجريت الدراسة على عينة من 77 مديرا يعملون في شرکات دولية في مصر، وأشارت نتائج تحليل الانحدار المتعدد القياسي إلى أن الأبعاد الأربعة للتوافق بين الفرد وبيئة العمل أثرت بشکل إيجابي على الأداء الابتکاري للمنظمة. The aim of this study was to better understand the Impact of Person-Environment Fit (P-E Fit) on the Organization's Innovative Performance. To achieve this goal, direct effects of PE fit dimensions (Person - Job Fit, Person - Organization Fit, Person – Group Fit, Person - Supervisor Fit) on Organization's Innovative Performance were explored. The study was conducted on a sample of 77 managers working in international firms in Egypt. The results of the standard multiple regression analysis indicated that the four dimensions of PE fit were positively effected on the Organization's Innovative Performance.

Job autonomy and knowledge hiding: the moderating roles of leader reward omission and person–supervisor fit

PurposeIn this paper, the moderating roles of leader reward omission and person–supervisor fit in the relationship between job autonomy and knowledge hiding are investigated.Design/methodology/approachUsing a sample of 248 employees in a two-wave survey, we performed a hierarchical regression analysis to test the hypotheses.FindingsThe results revealed that employees with high job autonomy were less likely to engage in knowledge hiding. Moreover, when employees experienced leader reward omission, the negative relationship between job autonomy and knowledge hiding was weakened, and this interesting effect varied by person–supervisor fit.Research limitations/implicationsThis study does not explore the mediating mechanism by which job autonomy affects employee knowledge hiding. Moreover, as this research was conducted in a Chinese context, the generalizability of our findings is unclear.Practical implicationsThis research has fulfilled its practical aims by providing advice on knowledge-relevant job characteristic factors that can be used to stage interventions regarding the provision of autonomy in jobs, and by carefully considering how to create interdependence between jobs without pushing people to engage in knowledge-hiding behaviors. Furthermore, it is important for leaders to help employees identify work goals and directions and not engage in reward omission.Originality/valueThis study contributes to theoretical advancements in the field of knowledge hiding by revealing boundary conditions that mitigate or enhance the impact of job autonomy on knowledge hiding.

Fit With Both Supervisors and Organizations

Abstract. Person–environment fit is of great importance in organizational behavior research. Drawing from the relations between employees, supervisors, and organizations, this study discusses how the relation between person–organization fit (P–O fit) and person–supervisor fit (P–S fit) affects employees' attitudes and performance. We conducted a field study of 247 employees to test our hypotheses via regression analysis. The results indicate that P–O fit and P–S fit have a positive interactive effect rather than independent effects on employees' organizational commitment. In addition, organizational commitment mediates the interactive relation between fit and employee role-based performance (i.e., job role performance and career role performance). This study sheds light on research into P–E fit by highlighting the multiplicative effect of different dimensions of fit and elucidating the underlying mechanism.

Motivated to Share? Using the Person–Environment Fit Theory to Explain the Link between Public Service Motivation and Knowledge Sharing

Despite the growing evidence that public service motivation (PSM) is an important source of employee outcomes, there is still a dearth of empirical evidence on whether it stirs one’s willingness to share learned knowledge with other members of an organization. The authors explore the mediating role of workers’ perceived fit in a given setting as a causal mechanism through which PSM promotes knowledge-sharing indirectly. Findings based on the primary data of 1048 occupationally diverse employees working in 33 local governments in South Korea show that PSM has a positive impact on knowledge sharing, person–group (P–G) fit, and person–job (P–J) fit, and P–G fit and P–J fit plays a mediating role in improving knowledge sharing, respectively, while person–supervisor (P–S) fit does not. This study interprets these results as suggesting that P–S it should be considered independently from environmental factors in the public organization, as it is derived from the interrelationship between employees and supervisors that began in the hierarchy of the organization, and thus is difficult to be related to other factors. Based on literature review and empirical analysis, this study presents theoretical and policy implications.

Leader–subordinate congruence in power distance values and voice behaviour: A person–supervisor fit approach

AbstractAlthough the literature on voice suggests that subordinates low in power distance values (i.e. those who neither believe nor accept the unequal distribution of power in organisations) should engage in voice behaviour more frequently, the empirical research has returned equivocal findings. Drawing from person–supervisor (P–S) research, we propose that subordinates' decision to engage in voice depends on the joint effects of leaders and subordinates' power distance values. Specifically, we investigate varying configuration of leader–subordinate power distance congruence and incongruence on subordinates' voice. Additionally, as employees' values may constitute more distal antecedents of voice behaviour, we also examine the mediating role of affective trust in the leader as affective trust constitutes a more proximal antecedent of proactive behaviours such as voice. Utilising data from 236 subordinates and their leaders, our results show that voice is most frequent when (a) leaders and followers share low power distance values and (b) when leaders score low and subordinates high on these values. Additionally, affective trust fully mediates the relationship between power distance value congruence and voice. We discuss the theoretical and practical implications of our findings.

The effect of corporate social responsibility on employee advocacy behaviors: a perspective of conservation of resources

PurposeDespite past studies revealed the positive effect of corporate social responsibility (CSR) on consumer advocacy behavior, little research has paid attention to employee advocacy behavior. This research aims to examine the relationship between CSR and employee advocacy behavior, the mediating role of meaningful work as well as the moderating effect of person–supervisor fit on CSR perception – meaningful work relationship.Design/methodology/approachThis study used 263 employee samples to examine the relationship between CSR and employee advocacy behavior and its influence mechanism. Hierarchical regression analyses and bootstrap approach were applied to analyze the data.FindingsThe results show that CSR perception is positively related to employee advocacy behavior, meaningful work mediates the link between CSR perception and employee advocacy behavior, and the strength of the relationship between CSR perception and meaningful work depends on person–supervisor fit.Research limitationsThis study only investigated the effect of perceived CSR on employee advocacy behavior, future studies should explore the alternative mediation mechanism through which external/internal CSR perception or different CSR dimensions influence employee advocacy behavior.Practical implicationsThis study has practical implications for organizational managers. First, firms should undertake CSR practices and make employee interpret them in a right way. Second, meaningful work is of significance for employees and training and development, challenging jobs and job rotation are conducive to create a sense of meaning in employees’ work.Originality/valueThis study discussed how and when CSR influences employee advocacy in the Chinese context.

Person–Supervisor Fit and Proactive Behavior and Unethical Behaviors

This study examined how person–supervisor fit is related to employees’ proactive behavior and unethical behavior towards the organization. The study involved 321 employees representing various sectors in Poland. The participants completed the Person–Supervisor Fit Scale, Proactive Behavior Scale, and the Unethical Behavior Questionnaire. Results show that a supplementary fit is weakly and positively related to proactive behavior but is not related to complementary fit. Surprisingly, supplementary fit is weakly but positively related to unethical behavior, while complementary fit from a needs–resources perspective is weakly and negatively associated with unethical behavior. Conclusions may be applied to organizational settings challenged by the problem of employee unethical behavior and their low proactivity in the context of person–supervisor congruence.

Leader–follower congruence in humility and follower voice: the mediating role of affective attachment

Humility is regarded as a valuable virtue in modern organizations. Building on the person–supervisor fit theory and the similarity-attraction approach, this study investigated the effect of leader–follower congruence in humility on follower voice through follower affective attachment. We examined our hypotheses using dyadic data from questionnaire surveys of 553 leader–follower pairings in Chinese companies. The results indicate that leader–follower congruence in humility enhances follower affective attachment, which eventually promotes follower voice. In addition, followers in congruent leader−follower dyads with high humility perceived higher levels of affective attachment than those in congruent leader−follower dyads with low humility. We discussed the theoretical implications for literature on humility, voice, and person–supervisor fit.

Be like me: the effects of manager–supervisor alignment

PurposeThis study examines whether managerial capability fit between line managers, middle managers and top-level managers enhances effectiveness.Design/methodology/approachEffectiveness data and managerial capability ratings from more than 1,600 manager–supervisor dyads were collected in the United States and Germany. Polynomial regression was used to study the relation between manager–supervisor fit and managerial effectiveness.FindingsOur results indicate that the fit of managerial capabilities between a manager and his/her supervisor predicts the effectiveness of this manager. The most effective managers show particularly high managerial capabilities that are in line with predominantly high managerial capabilities of their supervisors. Two aspects are important: the manager–supervisor fit and the absolute capability level that both possess. The results further indicate that the importance of the manager–supervisor fit varies across lower, middle and top-level management dyads.Research limitations/implicationsThis study contributes by advancing research on managerial capability fit conditions between managers and their supervisors as a central element in viewing and managing effectiveness.Practical implicationsThis article informs managers, supervisors and HR professionals about pitfalls in organizations that degrade effectiveness.Originality/valueThis article shows how the alignment between managers and their supervisors relates to effectiveness in a large-scale study across different hierarchical levels.