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

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

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review


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.
Original languageEnglish
Pages (from-to)414-422
Number of pages9
JournalLeadership Quarterly
Issue number3
Publication statusPublished - Jun 2018
Externally publishedYes


  • Expected contributions
  • Leader-employee congruence
  • Employee-organization relationship
  • Employment relationship
  • Job satisfaction


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