The Impact of the CSR-Embedded Crisis Response: The Role of Values Congruence between Leadership Styles and CSR Motives

Grounded in the values congruence proposition, this study examined the interplay between leadership styles and corporate social responsibility (CSR) motives in different crisis contexts. The results of a 2 (crisis type) × 2 (leadership style) × 2 (CSR motives) between-subjects experiment showed that the congruent combination of leadership styles and CSR motives maximized the insulating effect of CSR practice but only when the crisis type was victim. In a victim crisis, utilizing intrinsic CSR motives gained greater word-of-mouth intention and purchase intention when combined with transformational leadership than with transactional leadership. In a preventable crisis, the positive effect of values congruence disappeared and even backfired. More specifically, the congruence between transactional leadership and extrinsic CSR motives amplified the negative impact of a crisis. Theoretical and practical implications are discussed.

Values Congruence and Organizational Commitment in Churches: When Do Shared Values Matter?

Leaders and attenders of many churches may feel a tension between contemporary values of Western culture and more conservative values that have traditionally been held by many churches. Discrepancies in values may cause some people to leave their churches. This paper examines the relationship between values congruence (between church attenders and their churches) and organizational commitment, specifically, affective organizational commitment which measures one’s emotional attachment to an organization (i.e., their church). In this study, church attenders (N = 252) provided information about themselves (concerning their personal values, their affective organizational commitment to their church, and demographics) and information about their churches (concerning the church’s values and size). The values measured included both behavioral (tolerance of homosexuality) and cognitive (agreement with evangelical doctrine) aspects. The results indicate that affective organizational commitment to one’s church is positively correlated with values congruence; no evidence was found that affective organizational commitment was correlated to the other variables measured. Further exploratory analyses indicated that this relationship between values congruence and affective organizational commitment varied with both the values of the church and the size of the church. In more conservative churches and in smaller churches, values congruence was more strongly related to affective organizational commitment than in more liberal church-es and larger churches.

Vision Conflict Scale

This chapter presents the development of a scale that measures vision conflict, which refers to the disparity between what a minister anticipates a ministry to be like versus the real-life experience. Vision conflict is correlated with four similar phenomena, including role ambiguity, negative job satisfaction, negative values congruence, and negative ability-job fit. The scale addresses key factors that may affect pastoral terminations and exits from church ministry. It also encourages the understanding of critical elements that hinder pastoral effectiveness and create a stronger resilience to exiting the ministry.

Values Congruence and Organizational Commitment in Churches: When Do Shared Values Matter?

Leaders and attenders of many churches may feel a tension between contemporary values of Western culture and more conservative values that have traditionally been held by many churches. Discrepancies in values may cause some people to leave their churches. This paper examines the relationship between values congruence (between church attenders and their churches) and organizational commitment, specifically, affective organizational commitment which measures one’s emotional attachment to an organization (i.e., their church). In this study, church attenders (N = 252) provided information about themselves (concerning their personal values, their affective organizational commitment to their church, and demographics) and information about their churches (concerning the church’s values and size). The values measured included both behavioral (tolerance of homosexuality) and cognitive (agreement with evangelical doctrine) aspects. The results indicate that affective organizational commitment to one’s church is positively correlated with values congruence; no evidence was found that affective organizational commitment was correlated to the other variables measured. Further exploratory analyses indicated that this relationship between values congruence and affective organizational commitment varied with both the values of the church and the size of the church. In more conservative churches and in smaller churches, values congruence was more strongly related to affective organizational commitment than in more liberal churches and larger churches.

Perceived values-congruence and employees' change beliefs

This study investigates the effects of employees' perceived values-congruence within an organisation affect employees' beliefs about organisational change. Specifically, we investigated the effects employees' perceived values-congruence with their organisation, supervisor and colleagues had on beliefs about an organisational change implementation and tested whether these relationships were mediated by employees' felt trust and perceptions of the quality of their organisations' communication, as suggested by the literature. Data from 251 respondents who had undergone an organisational change within the last 6 months were analysed. Support was found for the influence all three types of perceived values-congruence (i.e. congruence with their organisation, supervisor and colleagues) had on change-related beliefs and strong support was found for the mediation role played by trust and the quality of communication.

What Helps People Make Values-Congruent Medical Decisions? Eleven Strategies Tested across 6 Studies

Background. High-quality health decisions are often defined as those that are both evidence informed and values congruent. A values-congruent decision aligns with what matters to those most affected by the decision. Values clarification methods are intended to support values-congruent decisions, but their effects on values congruence are rarely evaluated. Methods. We tested 11 strategies, including the 3 most commonly used values clarification methods, across 6 between-subjects online randomized experiments in demographically diverse US populations ( n1 = 1346, n2 = 456, n3 = 840, n4 = 1178, n5 = 841, n6 = 2033) in the same hypothetical decision. Our primary outcome was values congruence. Decisional conflict was a secondary outcome in studies 3 to 6. Results. Two commonly used values clarification methods (pros and cons, rating scales) reduced decisional conflict but did not encourage values-congruent decisions. Strategies using mathematical models to show participants which option aligned with what mattered to them encouraged values-congruent decisions and reduced decisional conflict when assessed. Limitations. A hypothetical decision was necessary for ethical reasons, as we believed some strategies may harm decision quality. Later studies used more outcomes and covariates. Results may not generalize outside US-based adults with online access. We assumed validity and stability of values during the brief experiments. Conclusions. Failing to explicitly support the process of aligning options with values leads to increased proportions of values-incongruent decisions. Methods representing more than half of values clarification methods commonly in use failed to encourage values-congruent decisions. Methods that use models to explicitly show people how options align with their values offer more promise for helping people make decisions aligned with what matters to them. Decisional conflict, while arguably an important outcome in and of itself, is not an appropriate proxy for values congruence.