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When Leaders and Followers Match: The Impact of Objective Value Congruence, Value Extremity, and Empowerment on Employee Commitment and Job Satisfaction

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Abstract

Although the topic of value congruence has attracted considerable attention from researchers and practitioners, evidence for the link between person–supervisor value congruence and followers’ reactions is less robust than often assumed. This study addresses three central issues in our understanding of person–supervisor value congruence (a) by assessing the impact of objective person–supervisor value congruence rather than subjective value congruence, (b) by examining the differential effects of value congruence in strongly versus moderately held values, and (c) by exploring perceived empowerment as a central mediating mechanism. Results of a multi-source study comprising 116 person–supervisor dyads reveal that objective value congruence relates to followers’ job satisfaction and affective commitment and that this link can be explained by followers’ perceived empowerment. Moreover, polynomial regression and response surface analyses reveal that congruence effects vary with the importance that leaders and followers ascribe to a certain value: Congruency in strongly held values have more robust relations with followers’ outcomes than congruence in moderately held values.

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[Byza, Olivia A. U.; Maier, Günter W.] Department of Psychology, Bielefeld University, Bielefeld, Germany

[Dörr, Stefan L.] A47 Consulting, Munich, Germany

[Schuh, Sebastian C.] Department of Organizational Behavior, China Europe International Business School (CEIBS), Pudong, Shanghai, People’s Republic of China


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Source

Journal of Business Ethics

ISSN:0167-4544

Year:2019

Issue:4

Volume:158

Page:1097-1112

ESI Discipline:ECONOMICS & BUSINESS;

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