Is Similarity in Leadership Related to Organizational Outcomes?: The Case of Transformational Leadership

In the study presented in this paper, 213 supervisors from two public administration offices rated their own leadership behavior as well as their leaders' behavior on the MLQ. The relationship between own self-rated transformational leadership and perceived transformational leadership of the direct superior was examined. Furthermore, the relationship between perceived similarity between subordinate and supervisor in transformational leadership and leadership specific outcomes (extra effort, efficiency, and satisfaction with the leader), as well as organizational outcomes (commitment, overall satisfaction, organizational citizenship behavior, achievement orientation, stress, and irritability) was analyzed.