Impact of communication style compatibility on leadership outcomes in multinational organizations:

The purpose of the dissertation was to explore the role of managers’ and team members’ communication styles’ compatibility on leadership outcomes within multinational organizations. In an experimental Study 1, performed among 252 U.S. employees, I found that even though all participants preferred a leader who adopts a non-dominant communication style, this preference was significantly more pronounced among employees whose communication style was also non-dominant, indicating a compatibility effect. These results were further confirmed and expanded in Study 2, performed among 151 employees of a large, multinational company (29 team leaders and their 122 subordinates). The results showed that communication styles compatibility between leaders and followers is more important than independently measured leader’s communication styles in predicting employees’ job-related well-being and organizational trust.