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

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.

Polynomial regression methodology is used to analyze cross-level time-lag data of 233 member–leader dyads in 44 quality control circle teams.

Member–leader similarity in organizational identification is associated with the member’s stronger team identification, which further influences member’s coworker-helping behavior.

We addressed the research gap between “identification convergence” vs “identification stratification” for employees’ multiple identifications in organizations.