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Supportive leadership and well-being: The role of team value congruence

Newton, Cameron J. & Maierhofer, Naomi I. (2005) Supportive leadership and well-being: The role of team value congruence. In Katsikitis, Mary (Ed.) 40th Australian Psychological Society Annual Conference, 28 September, 2005 to 02 October, 2005, Melbourne.

Abstract

Leadership theories have suggested that supportive leadership (i.e., showing concern for employees and their needs) is important to the leader-member process. Indeed, research has identified that employees who perceive leaders as supportive are likely to report higher levels of well-being. Responding to limited value congruence research, the present study investigated the degree that employee-organisation value alignment might influence the relationship between supportive leadership and well-being. a state government agency participated in the cross-sectional survey. Results indicated that higher levels of perceived supportive leadership predicted higher levels of well-being. Further, analyses revealed main effects of person and organisation team values on job satisfaction and organisational commitment. Lastly, some support was found suggesting a role of value congruence in the supportive leadership-well-being relationship. Overall, results highlight the complexity of relationships that potentially exist between leadership styles, person-organisation value congruence, and employee well-being.

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ID Code: 5291
Item Type: Conference Paper
Additional URLs:
Keywords: value congruence, employee well, being, supportive leadership
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Copyright Owner: Copyright 2005 (please consult author)
Deposited On: 25 Oct 2006
Last Modified: 05 Jan 2011 23:28

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