This study examined the impact of cognitive style congruence between leaders and followers on followers' organizational citizenship behaviors (OCBs) by integrating the similarity-attraction and signaling theories. We collected dyadic data from 80 leaders and 223 followers in ten manufacturing companies in China. Using polynomial regression analysis and response surface modeling, the study supported the positive influence of cognitive style congruence on followers' OCBs. Specifically, we found that dyads with more intuitive than analytical leader-follower cognitive styles had higher levels of OCBs. However, there were no significant differences in followers' OCBs between dyads consisting of an intuitive leader and an analytic follower versus those consisting of an analytic leader and an intuitive follower under conditions of cognitive style incongruence. Additionally, the study found that interpersonal trust mediated the relationship between leader-follower cognitive style congruence and followers' OCBs, offering valuable insights for promoting OCBs in the workplace.
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