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Article
Publication date: 11 November 2019

Speaking up when values are aligned: Manager value congruence and the mediating role of employee voice

Todd J. Weber and James B. Avey

The purpose of this paper is to examine the influence of both value congruence between employees and supervisors as well as the important role of employee voice for…

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Abstract

Purpose

The purpose of this paper is to examine the influence of both value congruence between employees and supervisors as well as the important role of employee voice for optimal outcomes in organizations.

Design/methodology/approach

A heterogeneous sample of 495 working adults across business sectors completed instruments on value fit, voice, citizenship behaviors, commitment and psychological well-being.

Findings

Results suggest when employees experience value fit with their immediate supervisor, they express voice in organizations. Employee voice partially mediated the effects of value congruence on citizenship behaviors, commitment and psychological well-being.

Originality/value

While it is common for employees and supervisors to share and observe personal values at work, few studies have considered the effects of alignment between these values. Further, this is one of the very few studies that have considered the employee consequences of this value congruence.

Details

Baltic Journal of Management, vol. 14 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/BJM-10-2018-0345
ISSN: 1746-5265

Keywords

  • Values
  • Value congruence
  • Employee voice
  • OCB
  • Affective Commitment
  • Psychological Well-Being

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Article
Publication date: 1 June 2015

Employee value congruence and job attitudes: the role of occupational status

Ting Ren and Darla J. Hamann

Extant research has shown the positive effects of value congruence on individual attitudes, behaviors and performance. However, very few studies have been conducted to…

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Abstract

Purpose

Extant research has shown the positive effects of value congruence on individual attitudes, behaviors and performance. However, very few studies have been conducted to examine the difference in the relationship between value congruence and attitudinal outcomes across people of different attributes. The purpose of this paper is to examine how the relationships between employee-organization value congruence and job attitudes vary across different occupational groups, with the focus on different levels of nurses. The study provides evidence to organizations to adopt better approaches to harness the benefit from employees’ spontaneous work motivation.

Design/methodology/approach

Nursing homes provide a unique research context because of the different nursing occupations with varying degree of identifying characteristics including educational attainment, skill level, income and decision-making power. The present study thus examines how the relationships between nurses-home value congruence and nurses’ job attitudes vary across different nursing occupations, instrumented by a survey of nursing staff of nursing homes in a Midwestern state in the USA.

Findings

Consistent with prior research, value congruence is found positively associated with nurses’ job satisfaction and organizational commitment, but negatively with turnover intention. Consistent with the “diminishing marginal effect” argument, the relationships between value congruence and job satisfaction and organizational commitment are found more pronounced among nurses of lower occupational level.

Originality/value

The extant literature does not explicitly compare the effect of within-occupation value congruence on various attitudinal and behavioral outcomes across different occupations. As values have individual and social foundations, in a specific workplace context, it is impractical, if not impossible, to gain a comprehensive view of employees’ value profile and work-related consequences without looking further into the differences across types of employee. Although without sufficient existing literature to compare to, the present study does provide consistent results with theoretical predictions, and display a relatively clear picture of how the relationships between value congruence and job attitudes are unwrapped along the occupational dimension.

Details

Personnel Review, vol. 44 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/PR-06-2013-0096
ISSN: 0048-3486

Keywords

  • Occupational status
  • Quantitative
  • Nursing homes
  • Job attitudes
  • Nursing staff
  • Value congruence

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Article
Publication date: 3 April 2017

Value congruence and tenure as moderators of transformational leadership effects

Denis Lajoie, Jean-Sébastien Boudrias, Vincent Rousseau and Éric Brunelle

Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a…

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Abstract

Purpose

Using the substitute for leadership framework, the purpose of this paper is to verify whether employees’ perceived value congruence with their organization can act as a moderator of the relationship between transformational leadership and empowered behaviors. A triple moderation hypothesis, wherein value congruence could both enhance or substitute leadership practices depending on employee tenure, is tested.

Design/methodology/approach

Self-reported data were collected from 1,934 employees of a large public organization.

Findings

Hierarchical regressions show that value congruence enhances transformational leadership’s effectiveness in new employees, but plays either a substitute role or no role at all in more tenured employees.

Research limitations/implications

Findings suggest that the substitutes for leadership framework are useful in understanding both the enhancing and substitute role of value congruence with regards to transformational leadership. This study also underlines this framework’s complexity and the need for additional research that goes beyond bivariate models to further our understanding of transformational leadership moderators.

Practical implications

The knowledge of when leadership practices are enhanced or substituted could help leaders focus their efforts to maximize empowered behaviors.

Originality/value

This study verifies the theorized moderating role of value congruence in transformational leadership, which has been largely ignored in research. Additionally this study shows that this role can fluctuate according to tenure.

Details

Leadership & Organization Development Journal, vol. 38 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-04-2015-0091
ISSN: 0143-7739

Keywords

  • Transformational leadership
  • Tenure
  • Value congruence
  • Substitutes for leadership

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Article
Publication date: 27 July 2018

The attributes of organizational change: How person-organization value congruence influences employees’ coping

Jie Tang, Li Mo and Wen-Bin Liu

The purpose of this paper is to explore the role of person-organization (P-O) value congruence on employees’ coping with organizational change and to test the moderating…

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Abstract

Purpose

The purpose of this paper is to explore the role of person-organization (P-O) value congruence on employees’ coping with organizational change and to test the moderating effect of change event attributes vis-à-vis value congruence and coping strategies.

Design/methodology/approach

This paper uses a four-dimensional design to examine relationships between P-O value congruence and employees’ coping strategies. It discusses moderating effects of change attributes based on an elaboration likelihood model. The sample includes 242 employees from 34 organizations in China. Data are analyzed by a structural equation model, dominance analysis and hierarchical regression analysis.

Findings

This paper provides empirical evidence that the four dimensions of P-O value congruence have different impacts on employees’ coping strategies with change; and the effects are moderated by employees’ perceived scope of change.

Research limitations/implications

Future research should collect data at different time points during change processes to better understand the influence of value congruence on coping processes. To generalize robustly beyond this case-study requires research across a larger number of individuals and organizations.

Practical implications

According to this paper, value congruence between employees and organizations could be better ensured by considering it as an important factor in the recruitment and selection processes, which is more effective in the long run. This is particularly pertinent for those organizations which experience frequent changes.

Originality/value

First, this paper considers the influences of stable organizational factors and attributes of change events on employees’ coping abilities; these are both ignored in previous studies. Second, it develops a four-dimensional coping with change structure and a two-dimensional measure of change attributes in a Chinese context which are reliable and can thus be employed in future studies.

Details

Journal of Organizational Change Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
DOI: https://doi.org/10.1108/JOCM-04-2017-0122
ISSN: 0953-4814

Keywords

  • Coping
  • Organizational change
  • Elaboration likelihood model
  • Attributes of change
  • Person-organization value congruence

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Article
Publication date: 2 December 2019

Leadership, organizational culture, and innovative behavior in construction projects: The perspective of behavior-value congruence

Junwei Zheng, Guangdong Wu, Hongtao Xie and Hongyang Li

The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the…

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Abstract

Purpose

The purpose of this paper is to examine the joint congruence effect of leadership styles and organizational culture on project members’ innovative behaviors in the construction projects setting.

Design/methodology/approach

The proposed hypotheses are tested using polynomial regression with a sample of 217 project managers and employees of different construction projects in China, and plotted through response surface analysis.

Findings

The results of polynomial regressions support the congruence effect hypothesis, indicating that more innovative behaviors of the project members could be elicited by a high level of congruence between transformational or transactional leadership styles and organizational culture. Furthermore, asymmetrical incongruence effects are found wherein project members with lower levels of innovative behaviors when project organizational culture is stronger as compared with when two leadership styles are at higher levels. Specifically, the condition is found under the innovation dimension of organization culture, but higher level of innovative behavior conversely displays when the harmony culture is weaker than two leadership styles.

Research limitations/implications

The conceptual model and hypotheses are examined by analyzing cross-sectional and self-reported data collected in China. The findings could be further examined through multi-source or longitudinal, more systematic research.

Practical implications

The findings highlight the pivotal role played by the value congruence of leaders-organizations in motivating employees to be innovative in project organizations. This paper provides knowledge for project managers to help them understand whether and how project members’ innovative behaviors are better motivated by the fit or misfit between the styles of leadership and project organizational cultures. Besides, this study provides the approach or direction for the project leaders training.

Originality/value

This study is one of the first to examine the joint effects of leadership styles and organizational culture on innovative behavior based on the person-organization fit theory and from the perspective of value congruence.

Details

International Journal of Managing Projects in Business, vol. 12 no. 4
Type: Research Article
DOI: https://doi.org/10.1108/IJMPB-04-2018-0068
ISSN: 1753-8378

Keywords

  • Leadership
  • Construction management
  • Organizational culture
  • Innovation management

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Article
Publication date: 1 January 2004

Impact of transformational leadership on followers’ influence strategies

Venkat R. Krishnan

Effects of leader‐member exchange, transformational leadership, and perceived value system congruence between leader and follower on follower's six upward influence…

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Abstract

Effects of leader‐member exchange, transformational leadership, and perceived value system congruence between leader and follower on follower's six upward influence strategies‐assertiveness, bargaining, coalition, friendliness, higher authority, and reasoning were studied using a sample of 281 managers working in various organizations in India. Results show that transformational leadership mediates the relationship between LMX and congruence. Both LMX and transformational leadership are related positively to friendliness and reasoning, and negatively to higher authority. Congruence is not related to influence strategies. Transformational leadership is the best predictor of friendliness, and neither LMX nor congruence explains significant additional variance in friendliness. Similarly, LMX is the best predictor of reasoning, and neither transformational leadership nor congruence explains significant additional variance in reasoning. Controlling for transformational leadership makes the relationship between LMX and higher authority non‐significant and controlling for LMX makes the relationship between transformational leadership and higher authority non‐significant.

Details

Leadership & Organization Development Journal, vol. 25 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/01437730410512778
ISSN: 0143-7739

Keywords

  • Transformational leadership
  • Exchange
  • Value
  • Influence

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Article
Publication date: 31 August 2020

Social identity theory and leader–member exchange: individual, dyadic and situational factors affecting the relationship between leader–member exchange and job performance

Gregory Thrasher, Marcus Dickson, Benjamin Biermeier-Hanson and Anwar Najor-Durack

This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance…

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Abstract

Purpose

This study aims to integrate social identity and leader–member exchange (LMX) theory to investigate the processes and boundary conditions around LMX–performance relationships. Through the application of two leader–follower subsamples, the authors test three main objectives. What is the effect of multi-dimensional dyad value-congruence on LMX and how does congruence on these dimensions differentially influence leader and follower perceptions of LMX? In a subsample of followers including supervisor-rated performance, the authors develop a model that examines how individual values moderate the effect of dyad contact on supervisor-rated job performance mediated by follower LMX.

Design/methodology/approach

The participants for this study include graduate and undergraduate social work students who were taking part in a one-year work placement within a social work organization as well as their immediate supervisors. Across a four-month period, participants filled out measures of their supervisor contact, work values and LMX. Supervisor-rated performance was also included.

Findings

Findings from the dyadic subsample show that growth value congruence is a predictor of follower-rated LMX, with value congruence across all values having no effect on leader-rated LMX. Within a subsample of followers, findings suggest that follower-rated LMX mediates the relationship between dyad contact and supervisor-rated job performance, with individual work values moderating this effect.

Originality/value

The current study offers several contributions to the literature on LMX and job performance. First, in this study’s dyadic leader–follower sample, the authors extend propositions made by social identity theory around value congruence and LMX by offering support for a multi-dimensional and multi-target approach to questions of values and LMX. Second, within this study’s larger non-dyadic sample, the authors offer insights into previous conflicting findings around dyad contact and LMX, by offering support for the indirect effect of dyad contact on supervisor-rated performance via LMX. Third, within this second sample, the authors also extend the literature on values and LMX to show that the process through which LMX influences job performance is dependent on follower values.

Details

Organization Management Journal, vol. 17 no. 3
Type: Research Article
DOI: https://doi.org/10.1108/OMJ-04-2019-0719
ISSN:

Keywords

  • Performance
  • Leadership
  • Values
  • LMX
  • P-S fit

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Article
Publication date: 21 May 2018

Despotic leadership and organizational deviance: The mediating role of organizational identification and the moderating role of value congruence

Hakan Erkutlu and Jamel Chafra

Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between despotic leadership and employee’s organizational deviance…

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Abstract

Purpose

Drawing on the social exchange theory, the purpose of this paper is to examine the relationship between despotic leadership and employee’s organizational deviance. Specifically, the authors take a relational approach by introducing employee’s organizational identification as the mediator. The moderating role of value congruence in the relationship between despotic leadership and organizational deviance is also considered.

Design/methodology/approach

Data were collected from 15 universities in Turkey. The sample included 1,219 randomly chosen faculty members along with their department chairs. Hierarchical multiple regression analysis was conducted to test the proposed model.

Findings

The results of this study supported the positive effect of despotic leadership on employee’s organizational deviance as well as the mediating effect of employee’s organizational identification. Moreover, when the level of value congruence is high, the relationship between organizational identification and organizational deviance is strong, whereas the effect is weak when the level of value congruence is low.

Practical implications

The findings of this study suggest that educational administrators in the higher education should be sensitive in treating their subordinates, as it will lead to positive interpersonal relationship, which, in turn, will reduce organizational deviance. Moreover, they should pay more attention to the buffering role of value congruence for those subordinates with high distrust and showing organizational deviance.

Originality/value

This study contributes to the literature on workplace deviance by revealing the relational mechanism between despotic leadership and employee organizational deviance. The paper also offers a practical assistance to employees in the higher education and their leaders interested in building trust, increasing leader-employee relationship and reducing organizational deviance.

Details

Journal of Strategy and Management, vol. 11 no. 2
Type: Research Article
DOI: https://doi.org/10.1108/JSMA-04-2017-0029
ISSN: 1755-425X

Keywords

  • Organizational deviance
  • Organizational identification
  • Value congruence
  • Despotic leadership

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Article
Publication date: 17 July 2018

Linking ethical leadership and moral voice: The effects of moral efficacy, trust in leader, and leader-follower value congruence

Bilal Afsar and Asad Shahjehan

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. Theoretically, there is a relationship…

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Abstract

Purpose

The study of ethical leadership has emerged as an important topic for understanding the effects of leadership in organizations. Theoretically, there is a relationship between ethical leadership and followers’ ethical behaviors but empirically, little attention has been given. The purpose of this paper is to examine how ethical leadership relates to employee’s moral voice through trust in the leader, leader−follower value congruence and moral efficacy.

Design/methodology/approach

The authors used a time-lagged research design, collecting multi-source data from 364 employees and their immediate supervisors, working in construction companies in Pakistan.

Findings

On the basis of an interactional approach, this study found that there was an interaction between ethical leadership, trust in the leader and leader−follower value congruence that affected moral voice, such that ethical leadership had the strongest positive relationship with moral voice when both trust and leader−follower value congruence were higher; and moral efficacy mediated the effect that this three-way interaction between ethical leadership, trust in the leader and leader−follower value congruence had on moral voice.

Originality/value

This is one of the first studies to examine the role of ethical leadership in promoting employees’ voice behavior using a time-lagged research design, particularly in construction industry.

Details

Leadership & Organization Development Journal, vol. 39 no. 6
Type: Research Article
DOI: https://doi.org/10.1108/LODJ-01-2018-0015
ISSN: 0143-7739

Keywords

  • Construction industry
  • Ethical leadership
  • Trust in leader
  • Leader-follower value congruence
  • Moral efficacy
  • Moral voice

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Article
Publication date: 8 February 2016

Demographic dissimilarity, value congruence, and workplace attachment: Asymmetrical group effects

Jorge A. Gonzalez

Relying on relational demography and person-organization fit perspectives, the purpose of this paper is to explore the interactive effect of demographic dissimilarity and…

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Abstract

Purpose

Relying on relational demography and person-organization fit perspectives, the purpose of this paper is to explore the interactive effect of demographic dissimilarity and value congruence on workplace attachment outcomes – affective and normative organizational commitment and turnover intentions. Based on optimal distinctiveness theory, asymmetrical effects across gender and race/ethnicity are also examined.

Design/methodology/approach

A diverse sample of 278 restaurant workers in 30 different work units is used to test the hypotheses using hierarchical OLS regression.

Findings

The results partially support the idea that perceived and objective value congruence moderate the relationship of race/ethnic and gender dissimilarity on workplace attachment. Tests for asymmetrical demographic group effects showed that value congruence had a stronger moderating effect for whites than for people of color, and for men than for women.

Research limitations/implications

The results suggest that value congruence can ameliorate the adverse diversity effects on workplace attachment, but that a complete substitution effect may not be present. Women and minorities may still be sensitive to demographic representation even when their value congruence is high. This implies that a simultaneous pursuit of fit and diversity is an adequate diversity management strategy to stimulate the inclusion and workplace attachment of all social groups.

Originality/value

This study joins a limited number of studies addressing the interaction of value congruence and demographic dissimilarity, and presents empirical evidence from a work setting. Also, this is the first study to show gender and race/ethnic differences in this interaction.

Details

Journal of Managerial Psychology, vol. 31 no. 1
Type: Research Article
DOI: https://doi.org/10.1108/JMP-07-2013-0256
ISSN: 0268-3946

Keywords

  • Gender
  • Diversity
  • Optimal distinctiveness
  • Race/ethnicity
  • Relational demography
  • Value congruence

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