The Effects of Person-supervisor Psychological Capital Congruence and Incongruence on Intention to Leave and In-role Performance

This paper examines the effects of congruence and incongruence in psychological capital between employees and supervisors on employees' intention to leave and in-role performance, using the similarity-attraction theory and the role theory. This paper analyzes a survey data from 400 team members and 33 leaders at three shopping malls in Yangon, Myanmar, employing multilevel polynomial regression analysis and three-dimensional response surface analysis. The findings are three-fold. First, the congruence in psychological capital between team members and team leaders is negatively related to team members' intention to leave and positively to in-role performance. Second, the level of this congruence in psychological capital between team members and team leaders is negatively related to the intention to leave and positively to in-role performance. Lastly, the incongruence resulting from team members having higher psychological capital than their team leaders shows a negative relationship with the intention to leave and a positive relationship with in-role performance. These findings suggest that in a team-based organizational environment, an individual's attitudes and performance can be influenced by the interplay beween their psychological capital and their supervisor's psychological capital.