Abstract

Previous research on cross-cultural leadership has examined the effects of leadership-society congruence without
explaining how positive outcomes might result when there is a fit between leadership and societal culture, and
via which mechanisms the effects of such congruence are transmitted. We fill this gap by developing a culturally
contingency model of leader-society value congruence effects. First, we provide an account of the mechanisms
that help understand the relationships between leader-society value congruence and outcomes. Next, we develop
propositions to suggest how differences in societal values provide bases for predicting the strength of these
mediating mechanisms.

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