Delineating identification convergence: effects of member-leader organizational identification similarity on member team identification and performance

Abstract

Purpose- By integrating the person-supervisor fit approach with social identity theory, this paper examines the effects of similarity vs dissimilarity of organizational identification in a member-leader dyad on the member's team identification and performance. Design/methodology/approach- Polynomial regression methodology is used to analyze cross-level time-lag data of 233 member-leader dyads in 44 quality control circle teams. Findings- Member-leader similarity in organizational identification is associated with the member's stronger team identification, which further influences member's coworker-helping behavior. Originality/value- We addressed the research gap between "identification convergence" vs "identification stratification" for employees' multiple identifications in organizations.