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Leader-employee congruence of expected contributions in the employee-organization relationship |
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| Authors: | Mieke Audenaert Philippe Carette Lynn M. Shore Thomas Lange Thomas Van Waeyenberg Adelien Decramer |
| Affiliation: | 1. Ghent University, Department of HRM and Organizational Behavior, Faculty of Economics and Business Administration, Henleykaai 84, Campus Mercator G, 9000 Gent, Belgium;2. Ghent University, Department of General Economics, Faculty of Economics and Business Administration, Tweekerkenstraat 2, 9000 Gent, Belgium;3. Department of Management, Colorado State University, 212 Rockwell Hall, Fort Collins, CO 80523-1275, United States;4. Middlesex University Business School, The Burroughs, Hendon, London NW4 4BT, UK |
| 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. |
| Keywords: | Expected contributions Leader-employee congruence Employee-organization relationship Employment relationship Job satisfaction |
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