Home
Scholarly Works
Hierarchy, Leadership, and Construal Fit
Journal article

Hierarchy, Leadership, and Construal Fit

Abstract

Three studies tested the hypothesis, derived from construal-level theory, that hierarchical distance between leaders and followers moderates the effectiveness of leader behaviors such that abstract behaviors produce more positive outcomes when enacted across large hierarchical distances, whereas concrete behaviors produce more positive outcomes when enacted across small hierarchical distances. In Study 1 (N = 2,206 employees of a telecommunication organization), job satisfaction was higher when direct supervisors provided employees with concrete feedback and hierarchically distant leaders shared with them their abstract vision rather than vice versa. Study 2 orthogonally crossed hierarchical distances with communication type, operationalized as articulating abstract values versus sharing a detailed story exemplifying the same values; construal misfit mediated the interactive effects of hierarchical distance and communication type on organizational commitment and social bonding. Study 3 similarly manipulated hierarchical distances and communication type, operationalized as concrete versus abstract calls for action in the context of a severe professional crisis. Group commitment and participation in collective action were higher when a hierarchically proximate leader communicated a concrete call for action and a hierarchically distant leader communicated an abstract call for action rather than vice versa. These findings highlight construal fit's positive consequences for individuals and organizations.

Authors

Berson Y; Halevy N

Journal

Journal of Experimental Psychology Applied, Vol. 20, No. 3, pp. 232–246

Publisher

American Psychological Association (APA)

Publication Date

January 1, 2014

DOI

10.1037/xap0000017

ISSN

1076-898X

Contact the Experts team