While　cognitive　style　congruence　has　been　highlighted　as　a　potentially　important　variable　influencing　performance　outcomes　in　work-related　contexts,　studies　of　its　influence　are　scarce.　This　paper　examines　the　influence　of　leader-follower　cognitive　style　similarity　on　followers＇　organizational　citizenship　behaviors　(OCBs).　Data　from　430　leader-follower　dyads　were　analyzed　using　polynomial　regression　and　response　surface　analysis.　Results　demonstrate　that　congruence　of　leader/follower　cognitive　style　is　a　predictor　of　follower　OCBs.　Organizations　may　therefore　benefit　from　considering　issues　of　similarity　of　cognitive　styles　in　their　attempts　to　develop　effective　leader-follower　partnerships　leading　to　increased　OCBs　and　concomitant　improvements　in　both　individual　and　organizational　level　success.