Abstract
Rooted in person-supervisor fit theory, this study addresses why, how, and when leader-member congruence/incongruence in proactive behavior influences employee outcomes. We contribute to the literature by: (a) examining the effects of four leader-follower congruence scenarios on employee LMX and (b) suggesting a new underlying mechanism that links the congruence effect and employee performance through employee LMX and employee psychological capital. The data from 98 employee-supervisor dyads in Taiwan show support for our hypotheses. The polynomial regression and response surface analyses reveal that the LMX quality is enhanced when the dyad members are matched in their proactive behaviors. Furthermore, although incongruence scenarios are harmful to the dyadic relationship, follower proactive behavior lightens the severity of their effects. Support is found for the indirect effect of the proactive behavior congruence on employee performance via the serial mediation effects of employee LMX and psychological capital. Our results provide several meaningful contributions to the follower-supervisor fit literature. The implications of the results for managerial application and future research are briefly discussed.