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

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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.

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Notes

  1. We thank the anonymous reviewer for this suggestion.

  2. The subcomponent of internalized moral perspective may be considered as more relevant to a study of authentic leadership and values than the other three subcomponents. Therefore, we also re-tested all of our hypotheses while using the measure of internalized moral perspective rather than that of authentic leadership. The results were substantially the same. All results are available from the first author upon request.

Abbreviations

ALI:

Authentic Leadership Inventory

ALQ:

Authentic Leadership Questionnaire

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Authors and Affiliations

  1. Rohrer College of Business, Rowan University, 201 Mullica Hill Road, Glassboro, NJ, 08028, USA

    Yuanmei Elly Qu

  2. School of Business Administration, University of Miami, 414F Jenkins Building, Coral Gables, FL, 33146, USA

    Marie T. Dasborough

  3. School of Management, Xi’an Jiaotong University, No.28 West Xianning Road, Xi’an, 710049, Shaanxi, China

    Mi Zhou

  4. School of Business Administration, University of Miami, 412C Jenkins Building, 5250 University Drive, Coral Gables, FL, 33124, USA

    Gergana Todorova

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Qu, Y.E., Dasborough, M.T., Zhou, M. et al. Should Authentic Leaders Value Power? A Study of Leaders’ Values and Perceived Value Congruence. J Bus Ethics 156, 1027–1044 (2019). https://doi.org/10.1007/s10551-017-3617-0

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