Leader–follower (dis)similarity in resilience, relational demography and absenteeism: a test of two competing perspectives

Abstract

Purpose

This study sought to test two competing sets of hypotheses derived from two different theoretical perspectives regarding (1) the effects of leader–follower similarity and dissimilarity in psychological resilience on the follower's absenteeism in times of organizational crisis and (2) the moderating effect of relational demography (gender and age similarity) in these relationships.

Design/methodology/approach

Polynomial regression and response surface analysis were performed using data from 510 followers and 149 supervisors in a financial firm in Canada.

Findings

The results overall support the similarity–attraction perspective, but not the resource complementarity perspective. Dissimilarity in resilience was predictive of followers' absenteeism, and similarity in surface-level conditions (gender and age) attenuates the relational burdens triggered by resilience discrepancy.

Practical implications

The findings reiterate the importance of developing employees' resilience, while shedding light on the importance for managers of being aware of their potential misalignment with subordinates resilience.

Originality/value

The results (1) suggest that it is the actual (di)similarity with the leader, rather than leader's degree of resilience, that shapes followers' absenteeism and (2) add nuance to the resilience literature.

Citation

Parent-Rocheleau, X., Bentein, K., Simard, G. and Tremblay, M. (2024), "Leader–follower (dis)similarity in resilience, relational demography and absenteeism: a test of two competing perspectives", Journal of Organizational Effectiveness: People and Performance, Vol. 11 No. 1, pp. 114-134. https://doi.org/10.1108/JOEPP-09-2022-0270