Leader-Follower Higher Order Value Congruence

Zusatztext

Three pre-existing and tested instruments were utilized in this study to investigate the relationship between leader-follower higher order congruence and perceived organizational innovativeness. The PVQ-RR was successful in identifying degrees of higher order value congruence between self-identified leaders and followers. Data analyzed utilizing the PORGI and LMX7 instruments found that leaders displayed a higher degree of innovativeness overall as compared to followers. This may suggest that when followers are properly trained and developed, their innovativeness may increase as they transition from the role of follower to that of a leader. Consequently, use of one or all of instruments in an organizations recruitment and selection process may have positive implications when applied appropriately. The results of this study also suggests that the preconceived notion that followers having incongruent or conflicting values with leaders may not be innovative enough to be part of an organizations innovation team can be dispelled.

Autorenportrait

Dr. Woods received his Doctor of Psychology in Human and Organizational Psychology from Touro University Worldwide and his MPA in Health Services Management from New York University.  He has served in multiple leadership roles in NYC hospitals to include New York Presbyterian, Mt. Sinai Medical Center, and Northwell Health, Lenox Hill Hospital.

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