The impact of subordinate–supervisor similarity in growth‐need strength on work outcomes: the mediating role of perceived similarity

By Xu Huang, J. Iun. 2006

88 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/7838dac40bd9c5af65a65b556ebab5c52e15cd95

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Gender Studies

1. T. Judge
2. Aichia Chuang
3. Chi-Tai Shen
4. Alper Ertürk
5. Michele J. Gelfand
6. S. Moss
7. A. V. Vianen
8. L. Eby

In Organizational Behavior and Human Resource Management

1. Aichia Chuang
2. M. Duffy
3. T. Judge
4. Bennett J. Tepper
5. S. Moss
6. L. Eby
7. Chi-Tai Shen
8. Alper Ertürk

Citations in the corpus

• At What Level (and in Whom) We Trust (2012, background): “When subordinates perceive similarity with the leader (Huang & Iun, 2006), when they identify with the leader through shared values (Gillespie & Mann, 2004), or when the leader is prototypical of the team identity (Giessner & Van Knippenberg, 2008), trust in leaders is higher.”
• My Mentor, My Self: Antecedents and Outcomes of Perceived Similarity in Mentoring Relationships (2015, background): “Huang and Iun (2006) found a signi fi cant interaction between actual supervisor-subordinate similarity in growth need strength and perceptions of similarity, but only at certain levels of the growth need strength trait.”
• Person-organization and person-supervisor fits: Employee commitments in a Chinese context (2011, background): “An earlier study with a Chinese sample has shown that employee perceived similarity with the supervisor was directly related to employee loyalty to the supervisor (Huang & Iun, 2006).”
• The value of value congruence. (2009, unknown): “…with a broader stream of research indicating interpersonal and social similarity are conducive to trust (Bauer & Green, 1996; Chattopadhyay & George, 2001; Ferrin, Dirks, & Shah, 2006; Huang & Iun, 2006; Kramer, Brewer, & Hanna, 1996; Levin, Whitener, & Cross, 2006; McAllister, 1995; Zucker, 1986).”
• Exploring predictors of organizational identification: Moderating role of trust on the associations between empowerment, organizational support, and identification (2010, background): “Recent research based on the social identity theory also proposes a strong association between subordinate's trust in their supervisor and supervisor–subordinate perceived similarity (Huang & Iun, 2006 ; Townsend & Jones, 2000 ).”
• Predictors of Abusive Supervision: Supervisor Perceptions of Deep-Level Dissimilarity, Relationship Conflict, and Subordinate Performance (2011, background): “…outcomes, such as lower levels of job satisfaction (Turban & Jones, 1988), lower-quality relationships with supervisors (Liden, Wayne, & Stilwell, 1993; Wayne & Liden, 1995), and lower performance evaluations (Huang & Iun, 2006; Liden et al., 1993; Turban & Jones, 1988; Wayne & Liden, 1995).”
• Development of a Multidimensional Instrument of Person–Environment Fit: The Perceived Person–Environment Fit Scale (PPEFS) (2016, background): “Research has found PS fit to be related to in-role performance (Huang & Iun, 2006), job satisfaction (Ostroff et al., 2005), turnover intention (Ostroff et al., 2005; Van Vianen, 2000), and OCB (Huang & Iun, 2006).”