Being at one with each other: leader–follower (in)congruence in transformational leadership and team performance

Abstract

Purpose

The purpose of this study is to examine the impact of the (in)congruence between team leader self-evaluation and follower evaluation about the leader's transformation leadership (TL) on team performance, as well as the conditions under which the impact can be strengthened or weakened.

Design/methodology/approach

This study adopts a survey method to collect data from matched sales team leaders and sales team members in 81 teams. A multi-level polynomial regression analysis was conducted.

Findings

Team performance was higher in teams with balanced or high TL than with balanced or low TL. Among the teams with incongruence, no difference was found between leader underestimation and leader overestimation. TL congruence plays a moderating role in the relationship between team follower evaluation of TL and team performance, such that the relationship is stronger when team leader self-evaluation and follower evaluation are congruent than incongruent.

Originality/value

This study extends the authors' current understanding of TL literature by combining and contrasting the different perceptions of TL from both the leaders themselves and the followers towards leaders. The findings highlight the importance of congruence versus incongruence rather than just the high or low levels of follower TL evaluation. It provides a more complete understanding of the TL and team performance relationship than the traditional view that promotes a linear relationship between TL and performance.