nergy, and attention to them. Furthermore, women seem to be more supportive than men (Burleson et al., 2011). This finding is consistent with gender biases.

Another researched gender difference is found in the way men and women make decisions. Men tend to rely on more general information when making decisions, whereas women rely on more specific information. Men also attempt to hide or ignore their weaknesses, as contrary to women, who are more willing to discuss their weaknesses and more open to personal conversations (Dubé & Morgan, 1996; Wang, Kim, & Milne, 2016). These gender differences and even “accurate stereotypes” could suggest that female supervisors and subordinates are likely to have high-quality LMX, as a result of their relationship-oriented approach. Varma and Stroh (2001) indeed suggested that women may like working with women better, because communication is likely to be more fluent between women. They also argue that female supervisors, compared to male supervisors, are more willing to rate the performance of female subordinates higher. These results are contradictory to the findings of the study conducted by Adebayo and Udegbe (2004).

The similarity-attraction paradigm

Investigated and conceptualized by Clore and Byrne (1974), the similarity-attraction paradigm states that sharing certain characteristics has a positive effect on relationships. In other words, people are more attracted to people who are similar, rather than dissimilar, to themselves. This could mean that sharing a demograp