An investigation of personality similarity effects (relational and perceived) on peer and supervisor ratings and the role of familiarity and liking

Abstract

We examined the effect of similarity on performance ratings in two data sets (peers and supervisors). Surprisingly, there was minimal support for a relationship between relational personality (i.e. actual similarity on dimensions of the Five‐Factor Model of personality relevant for sales positions ‐ extraversion, conscientiousness, and emotional stability) and performance ratings in either data set. However, perceived similarity in these same dimensions related strongly to performance ratings. Furthermore, the results indicated no support for interpersonal familiarity as a moderator of the relationship between relational personality and perceived personality similarity. Finally, results provided moderate support for liking as a mediator of the perceived personality similarity‐performance rating relationship. Implications of the results for future research and practice are discussed.

Cite this

Judy P. Strauss, Murray R. Barrick, Mary L. Connerley (2001). An investigation of personality similarity effects (relational and perceived) on peer and supervisor ratings and the role of familiarity and liking. Journal of Occupational and Organizational Psychology. https://doi.org/10.1348/096317901167569

@article{p2001an,
  title  = {An investigation of personality similarity effects (relational and perceived) on peer and supervisor ratings and the role of familiarity and liking},
  author = {Strauss, Judy P. and Barrick, Murray R. and Connerley, Mary L.},
  year   = {2001},
  journal = {Journal of Occupational and Organizational Psychology},
  doi    = {10.1348/096317901167569}
}

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