Congruence in authentic leadership expectations and job satisfaction


The following article is now available online and in press.

Cerne, M., Maric, M., Dimovski, V., Penger, S., & Skerlavaj, M. (2014): Congruence of leader self-perceptions and follower perceptions of authentic leadership: Understanding what authentic leadership is and how it enhances employees’ job satisfaction, Australian Journal of Management: 39(3): 453-471 .

We propose and empirically test a multilevel model of cross-level interactions between leader self-perceptions (team level) and follower perceptions of authentic leadership on job satisfaction. Data from 24 supervisors and 171 team members were used. Applying hierarchical linear modelling, we found that follower perceptions of authentic leadership predict employee job satisfaction. We also found support for the interaction effect of leader self-perceptions and follower perceptions of authentic leadership in predicting job satisfaction, integrating the leader- and follower-centric perspectives of authentic leadership. Polynomial regression analysis further supported the fact that the congruence between leader self-perceptions and follower perceptions of authentic leadership is beneficial and that both need to be present at high levels to produce the most beneficial results in terms of followers’ job satisfaction.

Punished for witholding knowledge @ BI Leadership magazine

In the BI Leadership Magazine 2013/14, Matej Cerne, Christina Nerstad, Anders Dysvik and myself published a practitioner-oriented paper on the forthcoming February 2014 Academy of Management Journal article on knowledge hiding, motivational climate and creativity called Punished for withholding knowledge.

Friday seminar on job crafting

This Friday, 12.30 – 13.30, Sut I Wong Humborstad and myself will give a research seminar at the BI Norwegian Business School, Nydalsveien 37, Oslo, Norway. Exact location is Department of Leadership and Organisational Behaviour, A3 – 109. Title: Building Coalitions for Job Crafting: Leader-subordinate Autonomy Expectation (In)Congruence and Subordinate Perceived Competence Mobilization. Looking forward to a fruitful discussion. Welcome all of you interested in and curious about proactive behaviours at work and the ways to stimulate them!

Prosocial motivation – Video @ BI Leadership Toolbox

Research shows that giving- and helping-orientation in social interaction leads to better performance. Prosocial motivation can be a powerful and inexpensive source of performance boosting and this lecture aims to show some of the tools.

In the lecture series “Leaders Toolbox” is Miha Škerlavaj lecturing about “Prosocial motivation: How can internal and external beneficiaries inspire our work?(From BI Business Review, 2013)