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

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.