Leader–Member Behavior Congruence and Employee Performance

Rooted in person–environment fit and social comparison theory, this study explores why, how, and when leader–member congruence (or incongruence) in self-rated proactive behavior influences employee outcomes. We examine four congruence scenarios, derived from employees' upward comparisons, and their impact on leader–member exchange (LMX) quality and employee performance via psychological capital (PsyCap). Study 1, with data from 98 employee–supervisor dyads in Taiwan, supports these effects, while Study 2, using a four-wave survey, confirms the findings and validates the serial mediation model. Polynomial regression and response surface analyses reveal that dyadic congruence enhances LMX quality, while follower proactive behavior mitigates the negative effects of incongruence. These findings contribute to follower–supervisor fit literature and inform managerial practices.