Values in authentic action: Examining the roots and rewards of altruistic leadership

John J. Sosik, Dongil Jung, Sandi L. Dinger

Research output: Contribution to journalArticle

58 Scopus citations

Abstract

This study examined whether managers' values intensities and self-concept salience influence their altruistic leadership behavior and performance. Hypotheses derived from the goal hierarchy model of personality and the positive psychology literatures were tested using multisource data. Two hundred and eighteen managers reported their self-transcendence and self-enhancement values intensity and hoped-for and feared possible selves. Nine-hundred and thirty-five subordinates rated their manager's altruistic behavior and 218 superiors provided ratings of managerial performance. Results of partial least squares analysis indicated that managers' collective self salience partially mediated the relationships between self-transcendence and self-enhancement values intensity and altruistic behavior. Subordinates' ratings of managers' altruistic behavior predicted superiors' ratings of managerial performance. Managers' self-monitoring moderated the relationships between self-construals, altruistic behavior, and performance.

Original languageEnglish (US)
Pages (from-to)395-431
Number of pages37
JournalGroup and Organization Management
Volume34
Issue number4
DOIs
StatePublished - Aug 1 2009

All Science Journal Classification (ASJC) codes

  • Arts and Humanities (miscellaneous)
  • Applied Psychology
  • Organizational Behavior and Human Resource Management

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