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Are we on the same page? Leader-follower value congruence as a boundary condition in the emergence of charismatic effects

Author

Listed:
  • Rafael Wilms
  • Nicolas Bastardoz
  • Clara Seif El Dahan
  • Philippe Jacquart

    (EM - EMLyon Business School)

Abstract

In the emergence of the charismatic effect, the leader–follower value congruence assumption posits that the charisma signal creates a charismatic effect for followers who have congruent values with the leader but may repel followers with incongruent values. Whereas this assumption is a central pillar of charisma signaling, it has not been causally tested. We theorize the charisma signal, leader–follower value congruence, and their interaction as predictors of the charismatic effect (i.e., perceived leader charisma, prototypicality, and effectiveness). In three preregistered experiments, we manipulate the charisma signal and communicated leader values by relying on video-recorded speeches and measure follower values beforehand. We operationalize leader–follower value congruence as the degree to which communicated leader values and measured follower values match. Study 1 showed mixed results for the leader–follower value congruence assumption, whereas Studies 2 and 3 – using polarized rhetoric – fully support it. We found some evidence that value congruence moderates the charisma signal–charismatic effect relationship, such that the relationship becomes stronger (weaker) with more value congruence (incongruence) in Studies 1 and 3 (but not in Study 2). Theoretical and practical implications as well as limitations are discussed.

Suggested Citation

  • Rafael Wilms & Nicolas Bastardoz & Clara Seif El Dahan & Philippe Jacquart, 2024. "Are we on the same page? Leader-follower value congruence as a boundary condition in the emergence of charismatic effects," Post-Print hal-04742810, HAL.
    • Handle: RePEc:hal:journl:hal-04742810
    Note: View the original document on HAL open archive server: https://hal.science/hal-04742810v1
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    References listed on IDEAS

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    1. Philippe Jacquart & John Antonakis, 2015. "When does charisma matter for top-level leaders? Effect of attributional ambiguity," Post-Print hal-02276710, HAL.
    2. Sefa Hayibor & Bradley Agle & Greg Sears & Jeffrey Sonnenfeld & Andrew Ward, 2011. "Value Congruence and Charismatic Leadership in CEO–Top Manager Relationships: An Empirical Investigation," Journal of Business Ethics, Springer, vol. 102(2), pages 237-254, August.
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