Abstract
The impact of deep-level similarity between managers (N 1 = 117) and followers ( N 2 = 403) on the interrelations between transformational leadership and outcomes was analyzed. The authors accounted for similarity in subjective meaning of work, occupational self-efficacy, and emotional irritation. Unexpectedly, the authors found a negative interrelation between transformational leadership and team goal fulfillment when followers scored higher than their managers on subjective meaning of work and when followers were more emotionally irritated than their managers. Thus, to increase transformational leadership's positive effects, managers should show appreciation of work values, and their followers' level of exhaustion should be kept to a minimum.
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