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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

Author

Listed:
  • Olivia A. U. Byza

    (Bielefeld University)

  • Stefan L. Dörr

    (A47 Consulting)

  • Sebastian C. Schuh

    (China Europe International Business School (CEIBS))

  • Günter W. Maier

    (Bielefeld University)

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.

Suggested Citation

  • Olivia A. U. Byza & Stefan L. Dörr & Sebastian C. Schuh & Günter W. Maier, 2019. "When Leaders and Followers Match: The Impact of Objective Value Congruence, Value Extremity, and Empowerment on Employee Commitment and Job Satisfaction," Journal of Business Ethics, Springer, vol. 158(4), pages 1097-1112, September.
    • Handle: RePEc:kap:jbuset:v:158:y:2019:i:4:d:10.1007_s10551-017-3748-3
    DOI: 10.1007/s10551-017-3748-3
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    References listed on IDEAS

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    1. Edwards, Jeffrey R., 1994. "The Study of Congruence in Organizational Behavior Research: Critique and a Proposed Alternative," Organizational Behavior and Human Decision Processes, Elsevier, vol. 58(1), pages 51-100, April.
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    Cited by:

    1. Muhammad Sajjad Bashir & Sajid Haider & Muhammad Ali Asadullah & Munir Ahmed & Muhammad Sajjad, 2020. "Moderated Mediation Between Transformational Leadership and Organizational Commitment: The Role of Procedural Justice and Career Growth Opportunities," SAGE Open, , vol. 10(2), pages 21582440209, June.
    2. Wenjing Li & Xuhui Wang & Md Jamirul Haque & Muhammad Noman Shafique & Muhammad Zahid Nawaz, 2020. "Impact of Workforce Diversity Management on Employees’ Outcomes: Testing the Mediating Role of a person’s Job Match," SAGE Open, , vol. 10(1), pages 21582440209, January.

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