The Relationship Between Leaders' Group-Oriented Values and Follower Identification with and Endorsement of Leaders: The Moderating Role of Leaders' Group Membership [Book Review]
David Bourget (Western Ontario)
David Chalmers (ANU, NYU)
Rafael De Clercq
Jack Alan Reynolds
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Journal of Business Ethics 106 (3):301-311 (2012)
In this article, we hypothesize that leaders who display group-oriented values (i.e., values that focus on the welfare of the group rather than on the self-interest of the leader) will be evaluated more positively by their followers than leaders who do not display group-oriented values. Importantly, we expected these effects to be more pronounced for leaders who are ingroup members (i.e., stemming from the same social group as their followers) than for leaders who are outgroup members (i.e., leaders stemming from a different social group than their followers). We tested our hypotheses in two studies. Results of a field study ( N = 95) showed the expected relationship between leaders’ group-oriented values and followers’ identification with their leaders. A scenario study ( N = 137) replicated the results and extended it to followers’ endorsement of their leaders. Overall, these findings suggest that displaying group-oriented values pays off more for ingroup than for outgroup leaders
|Keywords||Leader group orientedness Group-oriented values Leader group membership Identification with the leader Endorsement of the leader|
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References found in this work BETA
Matthias M. Graf, Niels Van Quaquebeke & Rolf Van Dick (2011). Two Independent Value Orientations: Ideal and Counter-Ideal Leader Values and Their Impact on Followers' Respect for and Identification with Their Leaders. Journal of Business Ethics 104 (2):185 - 195.
Christine A. Hemingway & Patrick W. Maclagan (2004). Managers' Personal Values as Drivers of Corporate Social Responsibility. Journal of Business Ethics 50 (1):33-44.
Milton Rokeach (1973). The Nature of Human Values. New York,Free Press.
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