When leaders and followers match: The impact of objective value congruence, value extremity, and empowerment

Byza OAU, Dörr SL, Schuh SC, Maier GW (2019)
Journal of Business Ethics 158(4): 1097-1112.

Zeitschriftenaufsatz | Veröffentlicht | Englisch
 
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Autor*in
Byza, Olivia A. U.; Dörr, Stefan L.; Schuh, Sebastian C.; Maier, Günter W.UniBi
Abstract / Bemerkung
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 objec- tive 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.
Stichworte
leadership
Erscheinungsjahr
2019
Zeitschriftentitel
Journal of Business Ethics
Band
158
Ausgabe
4
Seite(n)
1097-1112
ISBN
1573-0697
Page URI
https://pub.uni-bielefeld.de/record/2915112

Zitieren

Byza OAU, Dörr SL, Schuh SC, Maier GW. When leaders and followers match: The impact of objective value congruence, value extremity, and empowerment. Journal of Business Ethics. 2019;158(4):1097-1112.
Byza, O. A. U., Dörr, S. L., Schuh, S. C., & Maier, G. W. (2019). When leaders and followers match: The impact of objective value congruence, value extremity, and empowerment. Journal of Business Ethics, 158(4), 1097-1112. doi:10.1007/s10551-017-3748-3
Byza, O. A. U., Dörr, S. L., Schuh, S. C., and Maier, G. W. (2019). When leaders and followers match: The impact of objective value congruence, value extremity, and empowerment. Journal of Business Ethics 158, 1097-1112.
Byza, O.A.U., et al., 2019. When leaders and followers match: The impact of objective value congruence, value extremity, and empowerment. Journal of Business Ethics, 158(4), p 1097-1112.
O.A.U. Byza, et al., “When leaders and followers match: The impact of objective value congruence, value extremity, and empowerment”, Journal of Business Ethics, vol. 158, 2019, pp. 1097-1112.
Byza, O.A.U., Dörr, S.L., Schuh, S.C., Maier, G.W.: When leaders and followers match: The impact of objective value congruence, value extremity, and empowerment. Journal of Business Ethics. 158, 1097-1112 (2019).
Byza, Olivia A. U., Dörr, Stefan L., Schuh, Sebastian C., and Maier, Günter W. “When leaders and followers match: The impact of objective value congruence, value extremity, and empowerment”. Journal of Business Ethics 158.4 (2019): 1097-1112.
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