Kinship and Gender in Family Firms: New Insights Into Employees’ Organizational Citizenship Behavior

We extend relational demography theory by introducing kinship as a new demographic characteristic of categorization. We theorize that family firm employees’ kinship similarity (family vs. nonfamily), kinship tie (child vs. other familial relationship), and gender (female vs. male) uniquely affect their organizational citizenship behavior (OCB). Data collected from 209 family CEO–employee dyads indicate that male family employees, especially sons of the CEO, display the highest OCB when altruistic leadership behavior is high, whereas daughters and other female family employees display consistently high OCB, confirming that employees’ experiences in family firms are simultaneously shaped by their kinship characteristics and gender.

Matching middle and top managers: Do gender and tenure similarities between middle and top managers affect organizational performance?

This paper studies whether demographic similarities between middle and top managers with different tasks (strategy formation and strategy implementation) impacts organizational performance. By drawing on relational demography theory, we investigate the effect of similarity in gender, organizational tenure, and in both these demographics on the overall costs of Dutch municipalities. The main findings of this paper show that the similarity effects are interrelated: when middle and top managers diverge on only one demographic, performance is increased. Also, when leaders are similar on both demographics, performance is impaired. We conclude by discussing the implications for the literature on middle management, relational demography, and strategy formation and implementation.

Principals' systems thinking attribute: exploring a principal–middle leader relational demography perspective

PurposeRelying on information processing and attribution theories, which relate to the formation of leadership perceptions and attributes, the current study seeks to examine the relationship between demographic variables and principals' systems thinking (PST) in an integrated model. The present study purpose was threefold: first, the study seeks to examine whether attributions middle leaders make about PST may show substantial and systematic variance in a management team. Second, the study seeks to investigate the influence of principal–middle leaders’ relational demography variables (gender, education and tenure) (dis)similarity on middle leaders’ PST attribute. Finally, the study seeks to explore the moderating role of duration of principal- principal–middle leader acquaintance in the relationship of demographic (dis)similarity to PST.Design/methodology/approachData were collected from 305 dyads (middle leaders and their principals) from 101 schools. MANOVA analysis and hierarchical regression analyses were used to test the hypothesis.FindingsFindings showed that it is both appropriate and important to examine group-level effects when studying PST effects. Also, PST levels were higher in gender-similar relationships than in gender-dissimilar ones. Finally, duration of acquaintance was found to moderate the relationship between principal–middle leaders’ gender (dis)similarity and PST appraisal.Originality/valueFocusing on principal–middle leader relationships, which are explicitly relational, with a consideration for level relationships may potentially highlight the need to consider multiple levels of analysis in order to understand how PST attribution occurs. This focus can help us to capture the core of PST social dynamics among the dyad, as well as highlighting the distinction, if any, between in-groups and out-groups. Acknowledging that school faculty are motivated by their interpersonal relationships with their principals and how such relationships are contingent upon demography (dis)similarity and the duration of acquaintance between dyads may help to broaden the understanding regarding potential antecedents of middle leaders' PST attribution and its implication for school organizations.

Exploring the influence of CEO and chief diversity officers' relational demography on organizational diversity management

PurposeDrawing on the relational demography literature and a social identity perspective, several research propositions in which the authors postulate that demographic characteristics (e.g. gender and race) of senior leaders will influence the implementation and effectiveness of diversity management practices were presented. Specifically, the authors focus on the Chief Executive Officer/Chief Diversity Officer (CEO/CDO) dyad and explore independent and joint effects of CEO and CDO majority–minority group status on workplace diversity outcomes, outlining key identity-based and relational moderators (e.g. value threat, relational identity and leader–member exchange) of these relationships.Design/methodology/approachThe literature on relational demography and leader–member exchange to develop propositions for future research was integrated.FindingsThis is a conceptual paper. There is no empirical data reported testing the propositions.Research limitations/implicationsThe authors extended theory and research on relational demography by focusing on senior leaders in the organization and proposing that the influence of CEO and CDO demographic characteristics on the enactment of diversity practices may be contingent on key identity-based and relational processes.Originality/valueThe authors are not aware of any studies investigating how personal characteristics and relational processes relating to the CEO and CDO may influence the implementation and effectiveness of workplace diversity management practices. In a similar vein, the authors contribute to the research literatures on relational demography and social identity by extending the application of these theories to senior leaders in organizations and in relation to the work of CEOs and CDOs.

The relationship between leader construal level and leader-member exchange relationship

Purpose The purpose of this paper is to investigate the effect of leader’s construal level, which is the tendency of the leader to construe things abstractly or concretely, on leader-member exchange (LMX) quality and the moderating role of relational demography, which is the comparative similarity between supervisor and subordinate in demographic characteristics. The authors hypothesize a positive relationship between leader construal level and the quality of relationship, such that, as the leader’s construal level increases and becomes more abstract, the quality of relationship improves. Furthermore, demographic similarity is expected to moderate the relationship between leader construal level and LMX quality. Design/methodology/approach Data were collected from 159 employees with an online questionnaire. Hierarchical regression analysis was used for hypothesis testing. Findings Results show that the leader’s construal level is positively associated with LMX quality. Moreover, demographic similarity moderates this relationship such that when subordinate and supervisor have similar demographic characteristics, the effect of leader construal level on LMX is higher. Originality/value This study addresses the call for further research on leader-related antecedents of LMX by showing that leader construal level predicts relationship quality. This study also enhances our understanding of how to leverage the construal level in leadership research. Moreover, this study provides a deeper and more integrated understanding regarding the development of LMX relationships by delineating the interactive effect of leader-related features and relational demography.

Organizational Culture Mitigates Lower Ratings of Female Supervisors

The present study addresses a lack of literature examining contextual factors when investigating gender norms and leader effectiveness. Supervisor–subordinate dyads were assessed for gender dissimilarity effects on ratings of leadership effectiveness. The effect of organizational culture as a moderating force on these effects was also investigated. Results bolster relational demography theory, such that supervisors who fit existing norms (i.e., male supervisors) were rated higher than supervisors that do not (i.e., female supervisors). However, lower ratings for female supervisors were mitigated by effective organizational cultures.

Age Diversity in the Workplace: The Effect of Relational Age Within Supervisor–Employee Dyads on Employees’ Work Engagement

Although having a younger supervisor or a supervisor of a similar age runs counter to the traditional older supervisor–younger subordinate norm, it is becoming increasingly common in the 21st-century workplace. The current study uses theories of relational demography and relational norms as well as Selective Optimization with Compensation theory and the job demands-resources model to understand how relational age within supervisor–employee dyads influences workers’ engagement. Cross-sectional data from a multiworksite (U.S.-based) sample of 2,195 workers aged 18 to 81 years were used to estimate ordinary least squares regression models. After accounting for a variety of factors that could influence engagement levels (i.e., demographics, health status, and job or personal resources), findings indicated that employees with similar-age supervisors were less engaged than employees with older supervisors. Moreover, while employees who did not know the ages of their supervisors were just as engaged as employees with older supervisors. Implications for engaging an age-diverse workforce are discussed.