When leaders are marketers: a duality perspective on the effect of openness to experience on marketing behaviors and the moderating role of bottom-line mentality.

While research has considered the effects of CEO and top-management team members' characteristics on strategic initiatives (e.g. marketing), less research has examined when non-executive leaders directly contribute to these initiatives. In this research, drawing from the duality framework on leader characteristics, we examine how leader openness to experience is associated with their increased engagement in marketing behaviors (e.g. recruiting new customers). Across two field studies, including an exploratory sample of small business owners and a sample of non-executive leaders in the outpatient physical therapy industry, we find that openness to experience was related to leaders' likelihood of executing marketing functions. Additionally, this relationship was weakened when leaders had a primary focus on short-term financial outcomes (i.e., high bottom-line mentality). We further link marketing to unit-level performance in a subsample of Study 2, suggesting that non-executive leaders' marketing behaviors can impact objective organizational performance.

Supervisor-employee power distance incompatibility, gender similarity, and relationship conflict: A test of interpersonal interaction theory.

According to interpersonal interaction theory, relational harmony surfaces when two individuals have compatible interaction styles. Building from this theory, we propose that supervisor-employee power distance orientation incompatibility will be related to employees' experience of higher levels of relationship conflict with their supervisors. Additionally, we propose an asymmetrical incongruence effect such that relationship conflict will be highest when supervisors are high in power distance and employees are low in power distance. Furthermore, we address calls in interpersonal interaction research for more direct attention to the social context of the dyadic interaction and explore the moderating effects of supervisor-employee gender (dis)similarity on the relationship between this incompatibility and conflict. We propose that supervisor-employee gender dissimilarity (e.g., male-female or female-male pairs) acts as a conditional moderator, neutralizing the power distance incongruence effect and the asymmetrical incongruence effect. Using 259 supervisor-employee dyads in the physical therapy industry, the hypotheses were generally supported. Theoretical and practical implications regarding the unique benefits of power distance compatibility and gender diversity in supervisor-employee dyads are discussed. (PsycINFO Database Record