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Group & Organization Management
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Values in Authentic Action

Examining the Roots and Rewards of Altruistic Leadership

John J. Sosik

The Pennsylvania State University, jjs20{at}psu.edu

Dongil Jung

Yonsei University

Sandi L. Dinger

Eastern University

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.

Key Words: altruism • leadership • self-construal • values

This version was published on August 1, 2009

Group & Organization Management, Vol. 34, No. 4, 395-431 (2009)
DOI: 10.1177/1059601108329212
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