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  1. When Leaders and Followers Match: The Impact of Objective Value Congruence, Value Extremity, and Empowerment on Employee Commitment and Job Satisfaction.Olivia A. U. Byza, Stefan L. Dörr, Sebastian C. Schuh & Günter W. Maier - 2019 - Journal of Business Ethics 158 (4):1097-1112.
    Although the topic of value congruence has attracted considerable attention from researchers and practitioners, evidence for the link between person–supervisor value congruence and followers’ reactions is less robust than often assumed. This study addresses three central issues in our understanding of person–supervisor value congruence by assessing the impact of objective person–supervisor value congruence rather than subjective value congruence, by examining the differential effects of value congruence in strongly versus moderately held values, and by exploring perceived empowerment as a central mediating (...)
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  • An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality.Fabiola H. Gerpott, Niels Van Quaquebeke, Sofia Schlamp & Sven C. Voelpel - 2019 - Journal of Business Ethics 156 (4):1063-1078.
    Despite the proliferation of research on ethical leadership, there remains a limited understanding of how specifically the assumingly moral component of this leadership style affects employee behavior. Taking an identity perspective, we integrate the ethical leadership literature with research on the dynamics of the moral self-concept to posit that ethical leadership will foster a sense of moral identity among employees, which then inspires followers to adopt more ethical actions, such as increased organization citizenship behavior. We further argue that these identity (...)
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  • The Bottleneck Metaphor of Leadership Culture: How Shared Understandings About Leadership Develop in Groups and Impede Diversity and Effectiveness of Leaders.Muaz Özcan - 2021 - Frontiers in Psychology 12.
    There are two big problems related to leadership today: unequal representation and high failure rates among leaders. This conceptual paper argues that commonly shared values, assumptions, and beliefs about leadership, i.e., universal leadership culture, are the common cause of both problems. After the concepts and levels related to leadership culture were explained, we introduce a multilevel, multi-actor process model named the bottleneck metaphor of leadership culture. This metaphor describes how leadership cultures are co-constructed by multiple actors based on their involvement (...)
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