Leader self-enhancement values: curvilinear and congruence effects

Abstract

PurposeAssumptions regarding the effect of leader self-enhancement values on leader-follower relationships are oversimplified. To advance this conversation, we test non-linear and congruence effects. We hypothesize that leader self-enhancement values (via prestige) have an inverted U-shaped relationship with employee perceptions of leader-member exchange (LMX) and leader interpersonal justice, and that leader-follower incongruence is negatively related to LMX and interpersonal justice.Design/methodology/approachTo evaluate our hypotheses we use hierarchical regression, polynomial regression, and surface plot analysis. Our sample consists of 193 leader-follower dyads from a variety of organizations.FindingsLMX and interpersonal justice increase as leader self-enhancement increases, but begin to decrease at higher levels of self-enhancement values. Additionally, leader-follower self-enhancement incongruence is negatively related to interpersonal justice. Finally, LMX is lowest when leaders are higher than followers in self-enhancement values compared to when followers are higher than leaders.Practical implicationsIt is critical to evaluate the level of leader self-enhancement values and/or the joint influence of the follower values (self-enhancement) to fully understand the effect of leader values on follower perceptions of the dyadic relationship. Organizations interested in facilitating high-quality leader-follower relationships should focus on the levels of the values and on mechanisms that facilitate leader-follower value alignment.Originality/valueThis work extends prior research assuming a direct, linear effect of leader self-enhancement values on follower outcomes. To fully understand the influence of leader values it is important to consider curvilinear and congruence effects.