Miller, Carliss D.Richard, Orlando C.Ford, David L., Jr.2020-08-172020-08-172019-04-081044-4068http://dx.doi.org/10.1108/IJCMA-01-2018-0014https://hdl.handle.net/10735.1/8807Due to copyright restrictions and/or publisher's policy full text access from Treasures at UT Dallas is limited to current UTD affiliates (use the provided Link to Article).Purpose In management research, little is known about how ethno-racial minority leaders interact with similar employees in supervisor-subordinate relationships. This study aims to examine and provide a deeper understanding of individuals' negative reactions to similar others, thus highlighting the double-edged nature of demographic similarity which has historically predicted positive affective reactions. Design/methodology/approach Using a survey design, the authors `f trust toward their ethno-racially similar subordinate. Originality/value This study draws on social identity theory and status characteristics theory to explain the contradictory processes and outcomes associated with dyadic ethno-racial similarity and suggests the conditions under which dyad racial similarity is connected with unfavorable outcomes. This framework helps to broaden the boundary conditions of relational demography to provide a more nuanced explanation of when and why minority leaders in demographically similar hierarchical dyads experience more relationship conflict, which ultimately diminishes trust.en©2019 Emerald Publishing HouseInterpersonal conflictInterpersonal relationsCorporate cultureGroup identityarticleMiller, Carliss D., Orlando C. Richard, and David L., Jr. Ford. 2019. "Ethno-racial similarity, relationship conflict and trust in supervisor-subordinate dyads." International Journal of Conflict Management 30(2): 246-269, doi: 10.1108/IJCMA-01-2018-0014302