This study examines how intersectional identity congruence between leaders and members of associations shapes volunteering behaviors and outcomes. Drawing on the American Society of Association Executives’ Decision to Volunteer survey and using the intersection of gender and race identities, we find that board–member congruence is associated with more time volunteered, whereas executive director–member congruence shows limited association. Strikingly, intersectional congruence with boards is associated with lower volunteer satisfaction. Applying an intersectional framework to leadership–member representation reveals the complex implications of the multiplicity of identities across and within individuals.
