Does Perceived Societal Impact Moderate the Effect of Transformational Leadership on Value Congruence? Evidence from a Field Experiment
Bibliographic Data
| ID | 6366180 |
|---|---|
| Authors | Ulrich Thy Jensen (0000-0002-6238-843X, Arizona State University, corresponding author) |
| Year | 2017 |
| Volume | 78 |
| Issue | 1 |
| Pages | 48-57 |
| Publication date | 2017-09-25 |
| Peer Reviewed | Yes |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Public Administration Review (JOURNAL) |
| Journal identifiers | ISSN: 0033-3352 • E-ISSN: 1540-6210 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1111/puar.12852 |
| OpenAlex | W2756975669 |
| Language | EN |
| Citations received | 23 |
| References cited | 47 |
Transformational leadership, it is argued, aligns employees' values with those of their organization. Empirical research has found a positive relationship between transformational leadership and value congruence. Yet studies rely predominantly on cross‐sectional research designs that limit causal conclusions and have not uncovered the potential contextual conditions of this argument. This article argues that transformational leadership positively affects value congruence in public service organizations, but only when employees see that their jobs impact the well‐being of other people and society. To test the relationship between transformational leadership and value congruence and the moderating effect of perceived societal impact, the article combines a field experiment on 79 managers of public service organizations and a balanced survey panel of their 583 employees. Consistent with the expectation, results indicate heterogeneous treatment effects, implying that employees' perceived societal impact is important to consider when transformational leaders strive to align the values of individual employees and the organization
Argument (complex analysis · Congruence (geometry · Empirical research · Political science · Public relations · Public sector · Public service · Public Service Motivation · Structural equation modeling · Transformational leadership · Value (mathematics · Cultural Differences and Values · Job Satisfaction and Organizational Behavior · Nonprofit Sector and Volunteering · Psychology · Social Psychology
From organizational reputation to prosocial impact
Teacher Motivation and Commitment through Transformational Leadership in China’s Vocational Schools
The interactive influence of public service motivation, perceived reward equity, and prosocial impact on employee engagement
Co-producing field experiments in public management research
Societal impact leadership behavior
Are we on the same page? Leader-follower value congruence as a boundary condition in the emergence of charismatic effects
Transformational Leadership and Employees’ Helping Behavior in Public Organizations
Experiments in public administration research
A Meta-Analytic Review of Transformational Leadership Research in Public Administration
A Systematic Review of Field Experiments in Public Administration
Does humane orientation matter? A cross-cultural study of job characteristics needs-supplies fit/misfit and affective organizational commitment
Linking transformational leadership and value congruence among Chinese police force
Identifying influencing factors of sustainable public service transformation
Transformational Leadership and Project Success
Only When We Agree! How Value Congruence Moderates the Impact of Goal‐Oriented Leadership on Public Service Motivation
The Conditional Effects of the Transformational Leadership Behaviors on Leaders’ Emotional Exhaustion
Communicating the Vision
Can Leadership Training Improve Organizational Effectiveness? Evidence from a Randomized Field Experiment on Transformational and Transactional Leadership
Judgment of Volunteer Competence among Service Professionals
(Mis)Led by an Outsider
Commitment to Public Values, Charismatic Leadership Attributions, and Employee Turnover in Street-Level Bureaucracies
The Effects of Making Public Service Employees Aware of Their Prosocial and Societal Impact
Transformational Leadership and Project Success
Leadership and performance beyond expectations
Values and Value-Orientations in the Theory of Action
Does Person-Organization Fit Mediate the Relationship Between Public Service Motivation and the Job Performance of Public Employees?
Person-Environment Fit and Public Service Motivation
A meta-analysis of relations between person–organization fit and work attitudes
Relational Job Design and the Motivation to Make a Prosocial Difference
Organizational commitment and psychological attachment
Leading with Meaning
Effective Leadership Behavior
Person–Organization Fit and Contextual Performance
The convergent and discriminant validity of subjective fit perceptions.
The Motivational Effects of Charismatic Leadership
Person‐organization Fit
The significance of task significance
Consequences of Individuals' Fit at Work
Opening the black box
Values Management
Conceptualizing and Measuring Transformational and Transactional Leadership
Public Service Motivation and the Assumption of Person—Organization Fit
The Motivational Effects of Mission Matching
Public Service Motivation Research
Experimental Evidence on the Relationship between Public Service Motivation and Job Performance
Transformational Leadership and the Use of Normative Public Values
Leadership and motivation
Investigating the Structure and Meaning of Public Service Motivation across Populations
Does Person‐Organization Fit Matter in the Public ‐Sector? Testing the Mediating Effect of Person‐Organization Fit in the Relationship between Public Service Motivation and Work Attitudes
Revisiting the Motivational Bases of Public Service
Working for a Good Cause
The Motivational Bases of Public Service
Pulling the Levers
Is Leadership in the Eye of the Beholder? A Study of Intended and Perceived Leadership Practices and Organizational Performance
Is There a Nonprofit Advantage? Examining the Impact of Institutional Context on Individual–Organizational Value Congruence
Transformational Leadership and Public Service Motivation
The Ties that Bind
Public Service Motivation and Public Service Behaviors
Leading to Make a Difference
Competition and Incentives with Motivated Agents
| Unique citing works | 23 |
|---|---|
| Citations per year | 2,88 |
| Citation span | 2018 - 2026 (9) |
| Citation velocity | current |
| Highly cited | No |
| Citation types | Neutral: 23 |