Premium
Cross‐lagged relations between perceived leader–employee value congruence and leader identification
Author(s) -
Marstand Anders F.,
Epitropaki Olga,
Martin Robin
Publication year - 2018
Publication title -
journal of occupational and organizational psychology
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.257
H-Index - 114
eISSN - 2044-8325
pISSN - 0963-1798
DOI - 10.1111/joop.12192
Subject(s) - congruence (geometry) , psychology , social psychology , organizational identification , value (mathematics) , identification (biology) , organizational commitment , statistics , mathematics , botany , biology
Building on similarity‐attraction theory and extending research on person–organization value congruence and organizational identification, this study examines the relationship between perceived leader–employee value congruence and leader identification. Using a two‐wave design, data were collected twice with a 6 months’ time lag from a sample of 282 employees. Utilizing cross‐lagged analyses, we examined bidirectional effects between perceived leader–employee value congruence and leader identification. The results provided support for the positive relationship of perceived leader–employee value congruence (Time 1) to leader identification (Time 2) but could not exclude the possibility of a bidirectional relationship. Overall, the study highlights the importance of value congruence for identification processes. Practitioner pointsHR professionals should put emphasis on values when matching leaders and employees as the employees’ overall assessment of value fit between the leader's and the employees’ values plays an important role in the employees’ identification with the leader. As more support was found for perceived leader–employee value congruence affecting leader identification than vice versa , there should be a greater focus on the employee's overall assessment of value fit with the leader than whether the employee identifies with the leader.