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The effects of cognitive style on leader‐member exchange: A study of manager‐subordinate dyads
Author(s) -
Allinson Christopher W.,
Armstrong Steven J.,
Hayes John
Publication year - 2001
Publication title -
journal of occupational and organizational psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.257
H-Index - 114
eISSN - 2044-8325
pISSN - 0963-1798
DOI - 10.1348/096317901167316
Subject(s) - psychology , similarity (geometry) , cognitive style , congruence (geometry) , social psychology , cognition , style (visual arts) , archaeology , neuroscience , artificial intelligence , computer science , image (mathematics) , history
The similarity‐attraction paradigm suggests that congruence between the cognitive styles of managers and their subordinates may result in positive leader‐member relationships. A study of 142 manager‐subordinate dyads in two large manufacturing organizations fails to support this idea. Findings suggest, however, that intuitive leaders may be less dominating and more nurturing than their analytic colleagues, and that they are more liked and respected by analytic members than analytic leaders are by intuitive members. Results also indicate that the degree of difference between leader and member cognitive styles may influence the nature of the relationship. Practical implications depend on whether cognitive style is stable or malleable.