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    Cross-lagged relations between perceived leader-employee value congruence and leader identification

    Marstand, Anders and Epitropaki, O. and Martin, R. (2018) Cross-lagged relations between perceived leader-employee value congruence and leader identification. Journal of Occupational and Organizational Psychology 91 (2), pp. 411-420. ISSN 0963-1798.

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    Abstract

    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 was collected twice with a six 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.

    Metadata

    Item Type: Article
    Additional Information: This is the peer reviewed version of the article, which has been published in final form at the link above. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Self-Archiving.
    School: School of Business, Economics & Informatics > Organizational Psychology
    Research Centres and Institutes: Aesthetics of Kinship and Community, Birkbeck Research in (BRAKC)
    Depositing User: Anders Marstand
    Date Deposited: 22 Jan 2018 15:05
    Last Modified: 10 Feb 2021 16:21
    URI: https://eprints.bbk.ac.uk/id/eprint/20892

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