Status Incongruence and Supervisor Gender as Moderators of the Transformational Leadership to Subordinate Affective Organizational Commitment Relationship
基于角色一致性理论，研究下属与领导间的地位不一致（如下属年龄更大、学历更高）如何削弱变革型领导提升下属情感组织承诺的效果，并发现领导性别会进一步调节这一关系。
Grounded in role congruity theory, we examine how status incongruence (when the subordinate is older, has more education, work experience, and/or organizational tenure than the supervisor) in subordinate–supervisor dyads affects transformational leaders’ ability to foster affective organizational commitment among their subordinates. Across two field studies, our findings show that the relationship between transformational leadership and subordinate affective organizational commitment is less positive when status incongruence is high. Furthermore, in both field studies we found a 3‐way interaction among transformational leadership, status incongruence, and supervisor gender predicting subordinate affective organizational commitment. Specifically, in Study 1 (pink‐collar employees in Turkey), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for male leaders. In Study 2 (pink‐collar employees in the United States), low status incongruence strengthened the positive relationship between transformational leadership and subordinate affective organizational commitment for female leaders. Furthermore, Study 2 also revealed that collective identity was a mediator of both the significant 2‐ and 3‐way interaction effects on subordinate affective organizational commitment.