Value Congruence in Leader-Member Exchange

Neal Mark Ashkanasy · Christine Louise. O'Connor

157 citations0/0 files storedThe Journal of Social Psychology

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Abstract

In this study, hypotheses were tested that the quality of leader-member exchanges (LMX) depends on congruity of values between leader and member. Data on negotiating latitude and personal values were gathered from 160 members of 30 work groups in Australian organizations. Factor analysis revealed 5 value dimensions: Freedom, Achievement, Mateship, Obedience, and Coping. Analyses of variance supported the hypothesis that LMX quality is higher when leaders and members share achievement and obedience values. Subsequent exploratory analysis, however, indicated that a more complex model based on compatibility of leader authority and member affiliation values may provide a more complete representation.

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References

1975Belief, Attitude, Intention and Behavior: An Introduction to Theory and Research 1992Universals in the Content and Structure of Values: Theoretical Advances and Empirical Tests in 20 Countries 1995Relationship-based approach to leadership: Development of leader-member exchange (LMX) theory of leadership over 25 years: Applying a multi-level multi-domain perspective 1987Toward a universal psychological structure of human values.1975A vertical dyad linkage approach to leadership within formal organizations 1986Leader-Member Exchange Model of Leadership: A Critique and Further Development 1986THE APPLICATION OF EXPLORATORY FACTOR ANALYSIS IN APPLIED PSYCHOLOGY: A CRITICAL REVIEW AND ANALYSIS 1993A longitudinal study on the early development of leader-member exchanges.

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