Are we on the same wavelength? Supervisor-subordinate cognitive style congruence and its association with supervisors� self-awareness through leader member exchange
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Authors
Abdallah, Farid
Abidi, Oualid
Alkhayyat, Razan
AlReshaid, Faisal
De La Roche, Marcelle
Erturk, Alper
Issue Date
2025-06-18
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Article
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Abstract
Introduction: Leaders� self-awareness is essential to leadership effectiveness. Cognitive styles�how individuals perceive and process information�are key factors in fostering self-awareness. Drawing on Social Identity Theory (SIT), this study explores whether cognitive style congruence between supervisors and subordinates enhances supervisors� self-awareness, and whether Leader-Member Exchange (LMX) mediates this relationship. Methods: We used a time-lagged dyadic design and multilevel polynomial regression to analyze data from 189 subordinates and 36 supervisors. Cognitive styles were measured across three dimensions: knowing, planning, and creating. We assessed congruence between supervisors and subordinates and tested LMX as a mediator of its relationship with supervisors� self-awareness in the context of transformational leadership. Results: Findings show that LMX fully mediates the relationship between cognitive style congruence (for knowing and creating styles) and supervisors� self-awareness. Additionally, LMX is highest when supervisors and subordinates share high congruence in these styles. No significant effects were found for the planning style. Discussion: The study highlights the value of aligning cognitive styles in leader�follower pairs. High cognitive congruence enhances LMX quality, which in turn fosters leader self-awareness�an important precursor to transformational leadership effectiveness.
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Frontiers Media SA
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Volume
16