리더-성원 인지스타일의 상호적합성과 보완적합성: 정치적 기술의 조절효과를 중심으로

Much of the literature has concentrated on leader-member fit and its impact on the leader-member exchange (LMX) relationship. However, there are several limitations in the existing literature on leader-member fit. The focus has predominantly been on supplementary fit, emphasizing the similarity between leaders and members, while overlooking complementary fit, where leaders and members compensate for each other’s shortcomings. Additionally, most studies have explored fit in areas indirectly, rather than directly, linked to job performance, such as personality and values. Furthermore, these studies have not adequately identified moderating variables that could influence the relationship between fit and LMX. In light of these gaps, this study sheds new light on the cognitive styles of leaders and members to examine which of the two types of fit is more closely associated with LMX. The study formulates opposing hypotheses on the effects of cognitive style supplementary fit and complementary fit on LMX. It also investigates whether members’ political skills reinforce the positive effects of fit. To test these hypotheses, we surveyed 143 dyads of 143 members and 41 leaders from 35 organizations in the Seoul metropolitan area, measuring the intuitive and systematic cognitive styles of leaders and members. The hierarchical linear modeling results indicate that supplementary fit of intuitive cognitive styles between leaders and employees enhances LMX, whereas complementary it shows no significant effect. Neither supplementary nor complementary fit of systematic cognitive styles had a meaningful impact on LMX. In addition, members’ political skills were found to moderate the effect of the supplementary fit such that it mitigates the negative effect of misfit on LMX