Leader–member agreement: A vertical dyad linkage approach

Abstract

The hypothesis derived from the vertical dyad linkage model of leadership development and investigated in this study is that agreement between a leader and a member regarding the meaning of certain mutually experienced events and situations will vary as a positive function of the quality of their dyadic exchanges. By employing dyadic measurement procedures, 109 university managerial dyads were assessed at 3 separate times with 3-mo intervals between assessments. Two different measures of dyadic agreement were used. Results show moderately high agreement within high- and intermediate-quality dyads and low agreement within low-quality dyads. Results were replicated on an independent sample of 41 managerial dyads. Implications are discussed. (19 ref) (PsycInfo Database Record (c) 2025 APA, all rights reserved)