The Impact of Transformational Leadership on Leader-Follower Work Value Congruence

David Bosch

Abstract


This study builds on the theory that transformational leadership impacts perceptions of leader-follower value congruence. The study examines intrinsic, altruistic, and social work values in a sample of 150 workers in the United States. The hypotheses tested that different levels of transformational leadership, as perceived by followers, are positively related to follower perceptions of leader-follower intrinsic, altruistic, and social work value congruence. Utilizing hierarchical multiple regression, the findings indicate that  levels of perceived transformational leadership are positively related to higher levels of perceived leader-follower intrinsic, altruistic, and social work value congruency. This study used four different measurement tools to test these hypotheses and controlled for task-oriented behaviors, tenure with supervisor as well as race, gender, and age similarity with supervisor. The findings suggest that organizations involved in a restructuring or reorganization due to either internal or external circumstances should emphasize developing leaders’ transformational leadership behaviors in order to capture benefits related to value congruency.


Keywords


Transformational Leadership, Leadership, Values, Work Values, Value Congruency

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References


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DOI: http://dx.doi.org/10.18533/ijbsr.v3i8.269

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