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Leader-employee congruence of expected contributions in the employee-organization relationship

Audenaert, Mieke; Carette, Philippe; Shore, Lynn M.; Lange, Thomas; Van Waeyenberg, Thomas; Decramer, Adelien


Mieke Audenaert

Philippe Carette

Lynn M. Shore

Thomas Lange

Thomas Van Waeyenberg

Adelien Decramer


Employees' expected contributions can be incongruent with those of their leader. We examine the congruence effect of leaders' and employees' expected contributions on job satisfaction. Results of cross-level polynomial regressions on 947 employees and 224 leaders support the congruence effect. When expected contributions are congruent, employees are more satisfied with their job. Our findings suggest that employees enjoy high challenges, as long as these challenges are in harmony with the expected contributions of their leaders. Employees are less satisfied with their jobs both when their expected contributions were higher than their leaders' and when their expected contributions were lower than those of their leaders. Beyond the relevance of having high expected contributions, the findings highlight the crucial role played by the congruence of expected contributions of leaders and employees.

Journal Article Type Article
Acceptance Date Sep 21, 2017
Online Publication Date Sep 27, 2017
Publication Date 2018-06
Deposit Date Nov 25, 2021
Journal The Leadership Quarterly
Print ISSN 1048-9843
Publisher Elsevier
Peer Reviewed Peer Reviewed
Volume 29
Issue 3
Pages 414-422
Keywords Expected contributions, Leader-employee congruence, Employee-organization relationship, Employment relationship, Job satisfaction
Public URL