How Similarity Works? the Relationships Between Similarity of Supervisor-Subordinate Dyads, Leader-Member Exchange and Job Satisfaction in Child Welfare Organizations
As diversity in child welfare organizations has been growing, it is crucial to understand how diversity in the organizations influences organizational outcomes that may affect quality of service (Mor Barak & Travis, 2009). However, little understanding of the impact of diversity on organizational outcomes in child welfare exists. Specifically, the question of the relationships between similarity of supervisor-subordinate dyads, leader-member exchange (LMX) and job satisfaction in child welfare organizations has not been answered yet. As such, this present study aimed to examine the two following hypotheses 1) surface- and deep-level similarity of supervisor-subordinate dyads will be positively associated with the quality of LMX; 2) the quality of LMX will be positively associated with job satisfaction.
Methods
Data was gathered from child welfare workers in a large urban public-child department. An availability sample of 349 child welfare workers completed the questionnaires was used for analysis. Of the sample, 83.7% were female. The mean age of the respondents was 36.6 years (sd=11.4). The respondents were comprised of 30.2% White, 30.2% Latino/a, 22.1% African American and 13.2% others. Two factors with three and two items respectively represented similarity of supervisor-subordinate dyads (1) surface-level (gender, age, race/ethnicity); (2) deep-level (work style and view). Cronbach’s alphas of leadership and job satisfaction were .92 and .89 respectively. As preliminary analysis, a confirmatory factor analysis was performed. As primary analysis, a structural equation modeling analysis was conducted to identify relationships between similarity of supervisor-supervisee dyads, leader-member exchange (LMX) and job satisfaction. The analytical model accounted from measurement errors and a control variable of working tenure with supervisor.
Results
The hypothesized model fitted the data well (χ2=238.951, p<.001, χ2/df=2.320, CFI=.946, TLI=.920, RMSEA=.062). Deep-level dyadic similarity of supervisor-subordinate in work style (ß=.411, p<.001) and view (ß=.257, p<.001) was positively associated with the quality of LMX while surface-level dyadic similarity in gender, age and race/ethnicity was not significantly associated with the quality of LMX. The impact of view similarity on LMX was stronger than that of work style similarity. Consistent with the previous literature, LMX was positively associate with job satisfaction (ß=.289, p<.001). As a control variable, working tenure with supervisor has no significant association with surface- and deep-level dyadic similarity, LMX and job satisfaction.
Conclusions/Implications
Findings highlight the important role of deep-level similarity of supervisor-subordinate dyads in work style and view on the quality of LMX. This suggests that supervisors should strive to communicate more with their subordinates regarding work style and view of child welfare in order to find commonality between them and ultimately enhance the quality of LMX. No significant impact of surface-level similarity on LMX implies that child welfare workers are inclined to understand and accept visible diversity. Further, the findings demonstrate the positive relationship between LMX and job satisfaction. This recommends that managers should pay attention to improving the quality of their relationship with their workers to create a positive organizational culture and promote their job satisfaction. Future research is needed to examine the impact of supervisor-subordinate dyads on LMX and job satisfaction in child welfare using a multilevel data.