The Impact of Transformational Leadership on Leader-Follower Work Value Congruence

Abstract

This study builds on the theory that transformational leadership impacts perceptions of leader-follower value congruence. The study examines intrinsic, altruistic, and social work values in a sample of 150 workers in the United States. The hypotheses tested that different levels of transformational leadership, as perceived by followers, are positively related to follower perceptions of leader-follower intrinsic, altruistic, and social work value congruence. Utilizing hierarchical multiple regression, the findings indicate that levels of perceived transformational leadership are positively related to higher levels of perceived leader-follower intrinsic, altruistic, and social work value congruency. This study used four different measurement tools to test these hypotheses and controlled for task-oriented behaviors, tenure with supervisor as well as race, gender, and age similarity with supervisor. The findings suggest that organizations involved in a restructuring or reorganization due to either internal or external circumstances should emphasize developing leaders’ transformational leadership behaviors in order to capture benefits related to value congruency.