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Leader–follower pessimism (in)congruence and job satisfaction

Leader–follower pessimism (in)congruence and job satisfaction The purpose of this paper is to examine the (in)congruence of leaders’ and followers’ cognitive characteristics (i.e. pessimism), followers’ identification with a leader and job satisfaction.Design/methodology/approachData from 291 working professionals are analyzed, following a series of hierarchical linear modeling and mediated polynomial regression analyses.FindingsPolynomial regression analysis results indicate that alignment (congruence) between leaders’ pessimism and followers’ pessimism, when both are at high levels, is related to low levels of job satisfaction. Further, leader–follower congruence at lower levels of pessimism leads to high levels of job satisfaction through the mediator of followers’ perceived identification with a leader.Originality/valueBy identifying (in)congruence of leader–follower pessimism as a key antecedent, and taking an explanatory mechanism of identification with a leader into account, the authors contribute to disentangling the conceptual paths that underlie the mode by which implicit leadership theory might explain instances of individual job satisfaction. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Leadership & Organization Development Journal Emerald Publishing

Leader–follower pessimism (in)congruence and job satisfaction

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Publisher
Emerald Publishing
Copyright
© Emerald Publishing Limited
ISSN
0143-7739
DOI
10.1108/lodj-07-2018-0269
Publisher site
See Article on Publisher Site

Abstract

The purpose of this paper is to examine the (in)congruence of leaders’ and followers’ cognitive characteristics (i.e. pessimism), followers’ identification with a leader and job satisfaction.Design/methodology/approachData from 291 working professionals are analyzed, following a series of hierarchical linear modeling and mediated polynomial regression analyses.FindingsPolynomial regression analysis results indicate that alignment (congruence) between leaders’ pessimism and followers’ pessimism, when both are at high levels, is related to low levels of job satisfaction. Further, leader–follower congruence at lower levels of pessimism leads to high levels of job satisfaction through the mediator of followers’ perceived identification with a leader.Originality/valueBy identifying (in)congruence of leader–follower pessimism as a key antecedent, and taking an explanatory mechanism of identification with a leader into account, the authors contribute to disentangling the conceptual paths that underlie the mode by which implicit leadership theory might explain instances of individual job satisfaction.

Journal

Leadership & Organization Development JournalEmerald Publishing

Published: May 9, 2019

Keywords: Job satisfaction; Pessimism; (In)congruence; Identification with a leader

References