Should Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence

Yuanmei Elly Qu, Marie Dasborough, Mi Zhou, Gergana Todorova

Research output: Contribution to journalArticle

2 Citations (Scopus)

Abstract

Although there is consensus that authentic leaders act according to their true values, we have no empirical evidence of what specific values authentic leaders have. While traditional leadership approaches place power at the core of leadership, authentic leadership scholars would argue that benevolence is the value that is central to effective authentic leadership. To date, the questions about whether and when authentic leaders with high power values promote or hurt followers’ performance have not been investigated. Ostensibly, authentic leaders with high power values seem to represent the dark side of authentic leadership. In this paper, we develop a theoretical model and empirically investigate the role that leaders’ power values play in the functioning of authentic leadership. We also test the assumption that authentic leaders with high benevolence values promote followers’ performance. Based on our multilevel analyses of 477 employees in 72 teams, we found that authentic leaders with prominent power values could foster followers’ performance, only when followers’ perceived value congruence was low. Authentic leaders with high benevolence values, however, cultivated followers’ performance unconditionally, regardless of perceived value congruence levels.

Original languageEnglish (US)
Pages (from-to)1-18
Number of pages18
JournalJournal of Business Ethics
DOIs
StateAccepted/In press - Jul 6 2017

Fingerprint

leader
follower
Values
leadership
performance
Perceived value
Value congruence
Congruence
Follower
employee
Authentic leadership
Benevolence
evidence

Keywords

  • Authentic leadership
  • Perceived value congruence
  • Values

ASJC Scopus subject areas

  • Business and International Management
  • Business, Management and Accounting(all)
  • Arts and Humanities (miscellaneous)
  • Economics and Econometrics
  • Law

Cite this

Should Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence. / Qu, Yuanmei Elly; Dasborough, Marie; Zhou, Mi; Todorova, Gergana.

In: Journal of Business Ethics, 06.07.2017, p. 1-18.

Research output: Contribution to journalArticle

@article{4c8fb57990d04ca481de2c43694e876f,
title = "Should Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence",
abstract = "Although there is consensus that authentic leaders act according to their true values, we have no empirical evidence of what specific values authentic leaders have. While traditional leadership approaches place power at the core of leadership, authentic leadership scholars would argue that benevolence is the value that is central to effective authentic leadership. To date, the questions about whether and when authentic leaders with high power values promote or hurt followers’ performance have not been investigated. Ostensibly, authentic leaders with high power values seem to represent the dark side of authentic leadership. In this paper, we develop a theoretical model and empirically investigate the role that leaders’ power values play in the functioning of authentic leadership. We also test the assumption that authentic leaders with high benevolence values promote followers’ performance. Based on our multilevel analyses of 477 employees in 72 teams, we found that authentic leaders with prominent power values could foster followers’ performance, only when followers’ perceived value congruence was low. Authentic leaders with high benevolence values, however, cultivated followers’ performance unconditionally, regardless of perceived value congruence levels.",
keywords = "Authentic leadership, Perceived value congruence, Values",
author = "Qu, {Yuanmei Elly} and Marie Dasborough and Mi Zhou and Gergana Todorova",
year = "2017",
month = "7",
day = "6",
doi = "10.1007/s10551-017-3617-0",
language = "English (US)",
pages = "1--18",
journal = "Journal of Business Ethics",
issn = "0167-4544",
publisher = "Springer Netherlands",

}

TY - JOUR

T1 - Should Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence

AU - Qu, Yuanmei Elly

AU - Dasborough, Marie

AU - Zhou, Mi

AU - Todorova, Gergana

PY - 2017/7/6

Y1 - 2017/7/6

N2 - Although there is consensus that authentic leaders act according to their true values, we have no empirical evidence of what specific values authentic leaders have. While traditional leadership approaches place power at the core of leadership, authentic leadership scholars would argue that benevolence is the value that is central to effective authentic leadership. To date, the questions about whether and when authentic leaders with high power values promote or hurt followers’ performance have not been investigated. Ostensibly, authentic leaders with high power values seem to represent the dark side of authentic leadership. In this paper, we develop a theoretical model and empirically investigate the role that leaders’ power values play in the functioning of authentic leadership. We also test the assumption that authentic leaders with high benevolence values promote followers’ performance. Based on our multilevel analyses of 477 employees in 72 teams, we found that authentic leaders with prominent power values could foster followers’ performance, only when followers’ perceived value congruence was low. Authentic leaders with high benevolence values, however, cultivated followers’ performance unconditionally, regardless of perceived value congruence levels.

AB - Although there is consensus that authentic leaders act according to their true values, we have no empirical evidence of what specific values authentic leaders have. While traditional leadership approaches place power at the core of leadership, authentic leadership scholars would argue that benevolence is the value that is central to effective authentic leadership. To date, the questions about whether and when authentic leaders with high power values promote or hurt followers’ performance have not been investigated. Ostensibly, authentic leaders with high power values seem to represent the dark side of authentic leadership. In this paper, we develop a theoretical model and empirically investigate the role that leaders’ power values play in the functioning of authentic leadership. We also test the assumption that authentic leaders with high benevolence values promote followers’ performance. Based on our multilevel analyses of 477 employees in 72 teams, we found that authentic leaders with prominent power values could foster followers’ performance, only when followers’ perceived value congruence was low. Authentic leaders with high benevolence values, however, cultivated followers’ performance unconditionally, regardless of perceived value congruence levels.

KW - Authentic leadership

KW - Perceived value congruence

KW - Values

UR - http://www.scopus.com/inward/record.url?scp=85021915873&partnerID=8YFLogxK

UR - http://www.scopus.com/inward/citedby.url?scp=85021915873&partnerID=8YFLogxK

U2 - 10.1007/s10551-017-3617-0

DO - 10.1007/s10551-017-3617-0

M3 - Article

AN - SCOPUS:85021915873

SP - 1

EP - 18

JO - Journal of Business Ethics

JF - Journal of Business Ethics

SN - 0167-4544

ER -