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Leader-Follower (Dis) Similarity in Optimism: Its Effect on Followers’ Role Conflict, Vigor and Performance

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Abstract

The aim of this study was to investigate the effects of optimism similarity and dissimilarity between supervisors and subordinates on subordinates’ outcomes. Drawing on optimism literature and the expectancy-value theory, we tested hypotheses regarding the indirect effects of optimism dyadic (dis)similarity on subordinates’ objective job performance through role conflict and vigor at work. Polynomial regressions and response surface analyses were performed using a sample of 556 subordinates matched with 151 supervisors. Results reveal that while similarity tends to prevent role conflict, highly optimistic supervisors are likely to trigger role conflict for less optimistic subordinates, thus reducing their vigor at work and subsequent job performance. These findings provide important contributions to optimism literature, suggesting that supervisors’ optimism may lead to unfavorable outcomes for non-optimistic subordinates and that, in certain cases, non-optimism similarity may be preferable to dissimilarity.

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Notes

  1. We endorse the conceptual and empirical distinction between optimism and pessimism, as demonstrated by many studies (Herzberg, Glaesmer, & Hoyer, 2006); therefore, we categorize low scores on the optimism scale as non-optimism and not as pessimism, which shifts on another continuum.

  2. These terms were: (b1) centered subordinate optimism (predictor 1); (b2) centered supervisor optimism (predictor 2); (b3) subordinate optimism squared; (b4) the interaction product of subordinate and supervisor optimism; and (b5) supervisor optimism squared. The last three terms are seen as higher-order terms and allow the assessment of the increment variance predicted by the discrepancy between the predictors (Edwards & Cooper, 1990). Optimism scores were centered around the mean value in order to reduce multicollinearity (Shanock et al., 2010).

  3. Coefficient a1 (b1 + b2) represents the linear slope along the congruence line and indicates the effect of similarity on the dependent variable. Coefficient a2 (b3 + b4 + b5) represents the quadratic curvature along the congruence line and indicates the curvilinear effect of similarity on the dependent variable. Coefficient a3 (b1- b2) represents the linear slope along the incongruence line and indicates the direction of the dissimilarity effect on the DV. In other words, a3 shows whether the outcome is higher when supervisor optimism is greater than subordinate optimism or the reverse. Coefficient a4 (b3 − b4 + b5) represents the curvilinear slope along the incongruence line and indicates the strength of the dissimilarity effect. The higher a4, the stronger the positive effect of dissimilarity on the dependent variable (in the case of a positive a4).

  4. A negative a3 or a4 coefficient indicates that the dependent variable is higher when Y > X, whereas a positive a3 or a4 indicates higher value of the dependent variable when X > Y.

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  1. HEC Montreal, 3000 Cote Ste-Catherine Rd., Montreal, Quebec, H3T 2A7, Canada

    Xavier Parent-Rocheleau & Michel Tremblay

  2. School of Business Administration (ESG), University of Quebec at Montreal (UQAM), Montreal, Canada

    Kathleen Bentein & Gilles Simard

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  2. Kathleen Bentein
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  3. Gilles Simard
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  4. Michel Tremblay
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Correspondence to Xavier Parent-Rocheleau.

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Parent-Rocheleau, X., Bentein, K., Simard, G. et al. Leader-Follower (Dis) Similarity in Optimism: Its Effect on Followers’ Role Conflict, Vigor and Performance. J Bus Psychol 36, 211–224 (2021). https://doi.org/10.1007/s10869-019-09660-9

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