Leader-employee congruence of expected contributions in the employee-organization relationship

Audenaert, Mieke, Carette, Philippe, Shore, Lynn M., Lange, Thomas, Van Waeyenberg, Thomas and Decramer, Adelien (2018) Leader-employee congruence of expected contributions in the employee-organization relationship. The Leadership Quarterly, 29 (3). pp. 414-422. ISSN 1048-9843 (doi:https://doi.org/10.1016/j.leaqua.2017.09.003)

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Abstract

Employees' expected contributions can be incongruent with those of their leader. We examine the congruence effect of leaders' and employees' expected contributions on job satisfaction. Results of cross-level polynomial regressions on 947 employees and 224 leaders support the congruence effect. When expected contributions are congruent, employees are more satisfied with their job. Our findings suggest that employees enjoy high challenges, as long as these challenges are in harmony with the expected contributions of their leaders. Employees are less satisfied with their jobs both when their expected contributions were higher than their leaders' and when their expected contributions were lower than those of their leaders. Beyond the relevance of having high expected contributions, the findings highlight the crucial role played by the congruence of expected contributions of leaders and employees.

Item Type: Article
Research Areas: A. > Business School > Leadership, Work and Organisations
Item ID: 22640
Useful Links:
Depositing User: Thomas Lange
Date Deposited: 11 Oct 2017 14:57
Last Modified: 04 Apr 2019 06:31
URI: https://eprints.mdx.ac.uk/id/eprint/22640

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