Authors: John Mathew Iacouzzi, Justin Paul Iacouzzi
Abstract: This study examines the similarity-attraction paradigm and its vital role in enhancing leader-member relationships and organizational outcomes. It investigates how perceived similarity between leaders and employees—encompassing shared attitudes, values, and cognitive styles—increases interpersonal attraction, psychological safety, and trust, thereby improving Leader-Member Exchange (LMX) quality. Meta-analytic and experimental evidence show similarity-based matches significantly increase employee engagement, reduce turnover, and improve performance (e.g., γ = .41, p < .001; r = 0.45, p < .001). Importantly, these dynamics extend beyond leader-employee dyads to relationships where leaders mentor and train other leaders as well as employees, supporting leadership development pipelines and continuity in organizational culture. The study addresses ethical concerns related to algorithmic matching, including bias and privacy, and underscores the need for organizations to incorporate similarity awareness into diversity and inclusion training to mitigate affinity bias. Qualitative data were collected through semi-structured interviews and thematic analysis to uncover nuanced relational mechanisms. Limitations include reliance on self-reports and a focus on perceived rather than objective similarity. Practical implications recommend comprehensive similarity assessments and continuous feedback loops in leadership programs to foster trust, empathy, and open communication. Future research should further investigate moderating cultural, structural, and neuroscientific factors impacting similarity in hybrid and global workforces. Null hypotheses tested posit no significant relationships between similarity and LMX or organizational citizenship behaviors (OCBs), which were rejected. This research validates similarity’s foundational role in building sustainable, inclusive, and effective leadership relationships.
DOI: https://doi.org/10.5281/zenodo.17278833
