Leader-follower congruence in overqualification and leader undermining: the mediating role of leader's downward envy

Purpose Drawing upon social comparison theory, this paper explores the (in)congruence effect of leader and follower overqualification on leader's downward envy, which in turn leads to leader undermining behavior. Design/methodology/approach Using two-wave, multi-sourced data gathered in China, a polynomial regression was conducted on 301 leader-follower dyads. Findings Results show asymmetrical incongruence effects, indicating greater leader's downward envy when leader overqualification was lower than follower overqualification. In addition, by increasing downward envy, leader-follower (in)congruence in overqualification has an indirect positive effect on leader undermining behavior. Practical implications This study highlights the importance of being conscious of both parties’ overqualification levels to avoid unfavorable outcomes. Meanwhile, training for both parties is crucial, offering a holistic understanding of leader-follower overqualification differences and downward envy, as well as skills to manage “triggers” of leader undermining. Originality/value Our study is among the first to examine the effects of overqualification from a leader-follower dyadic congruence perspective. It suggests that leader's downward envy and undermining behaviors toward followers are influenced by both follower and leader overqualification.