Select the Mr. Right: the interaction effect between implicit leadership and implicit followership on employees' workplace behaviors

Abstract

Purpose Based on role theory, from the perspective of workplace behaviors (proactive behavior, in-role behavior and organizational citizenship behavior), this paper provides a perspective of matching process on the importance of fit in personnel selection. Design/methodology/approach Using a sample of 231 leader–employee dyadic in a two-wave survey, the hypotheses were demonstrated with hierarchical regression analyses. Findings The results presented that: (1) Employees' perceptions of implicit leadership prototype fit and leaders' perceptions of implicit followership prototype fit were positively related to employees' workplace behaviors; (2) Employees' perceptions of implicit leadership prototype fit and leaders' perceptions of implicit followership prototype fit increased person-supervisor fit; (3) The influence of the interaction between employees' perceptions of implicit leadership prototype fit and leaders' perceptions of implicit followership prototype fit on employees' workplace behaviors will be mediated, first by person-supervisor fit and then by work engagement. Originality/value This study introduces the perspective of matching process that reflects the relative importance of fit in personnel selection. The results also enriched role theory from the perspective of implicit prototype fit, which provides an important basis for managers to effectively use managerial cognition and inspire employees' positive workplace behaviors.