Transformational Leadership and Value System Congruence

By V. Krishnan. 2002

129 citations recorded by the source corpus.

Subfields: Leadership and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/db0b0d86c0e21a69d7e98ec7242e4d7791366a5f

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Leadership and Management

1. Min-soo Kim
2. Tae-Yeol Kim

In Organizational Behavior and Human Resource Management

1. Tae-Yeol Kim
2. Min-soo Kim
3. Jun Liu
4. P. Fu
5. Anne S. Tsui
6. Kyongji Han
7. V. Krishnan
8. Lan Li

Citations in the corpus

• Transformational leadership and outcomes: role of relationship duration (2005, methodology): “This is the most commonly used instrument for measuring value system (Krishnan, 2002).”
• Impact of transformational leadership on followers’ influence strategies (2004, background): “Krishnan (2002) found that transformational leadership was positively related to leader-follower value system congruence in the case of terminal values.”
• Pursuit of Whose Happiness? Executive Leaders' Transformational Behaviors and Personal Values (2010, background): “Krishnan (2002) also found value congruence between lower-level leaders and their followers to be positively related to transformational leadership but did not show how leaders’ values may affect the relationship between transformational behavior and followers’ outcomes, either.”
• Leaders’ Moral Competence and Employee Outcomes: The Effects of Psychological Empowerment and Person–Supervisor Fit (2013, background): “congruence (e.g., Colbert 2004; Krishnan 2002), supervisor–subordinate personality similarity (Schaubroeck and Lam 2002), or manager–employee goal congruence (e.”
• Does Seeing “Mind Acts Upon Mind” Affect Green Psychological Climate and Green Product Development Performance? The Role of Matching Between Green Transformational Leadership and Individual Green Values (2018, background): “Therefore, based on the person-supervisor fit theory [72], we found that when green transformational leadership matches employees’ individual values, it can create a high-level psychological climate.”
• Multilevel Influences on Voluntary Workplace Green Behavior: Individual Differences, Leader Behavior, and Coworker Advocacy (2017, background): “, 2007), employees may strive to express similar values, for leader-follower value congruence promotes higher quality of leader-follower relationships (Krishnan, 2002).”