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

Journal article

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. https://doi.org/10.1016/j.leaqua.2017.09.003

Authors	Audenaert, Mieke, Carette, Philippe, Shore, Lynn M., Lange, Thomas, Van Waeyenberg, Thomas and Decramer, Adelien
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
Year	2018
Journal	The Leadership Quarterly
Journal citation	29 (3), pp. 414 - 422
Publisher	Elsevier
ISSN	1048-9843
Digital Object Identifier (DOI)	https://doi.org/10.1016/j.leaqua.2017.09.003
Scopus EID	2-s2.0-85029844005
Page range	414 - 422
Research Group	Centre for Sustainable HRM and Wellbeing
Publisher's version	File Access Level Controlled
Place of publication	United States of America

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