Graduation Year


Document Type




Degree Name

Doctor of Philosophy (Ph.D.)

Degree Granting Department


Major Professor

Walter C. Borman, Ph.D.

Co-Major Professor

Stephen Stark, Ph.D.

Committee Member

Eunsook Kim, Ph.D.

Committee Member

Georgia Chao, Ph.D.

Committee Member

Jennifer Bosson, Ph.D.


leadership, organizational climate, organizational culture, values


This study employs a social identity perspective (Hogg, 2008) to test whether perceptions of both espoused and enacted values drive team innovation, and tests whether both their level and congruence determine their impact on innovation. This relationship is tested in a multilevel latent polynomial regression model (MLPM) framework (Zyphur, Zammuto, & Zhang, 2016). The study also leverages block variable procedures (e.g., Edwards & Cable, 2009) to model the combined effects of espoused and enacted values, and tests whether these combined effects mediate between leader behavior and team innovation. This represents the first test of Zohar and Hofmann’s (2012) proposition that the alignment of espoused and enacted values should guide group behavior because it captures the way groups interpret their normative environment. Results indicate both espoused and enacted values exert significant, positive effects on team innovation when modeled together, and that the highest innovation occurs in teams where perceptions of both values are high. Tests of the mediation hypothesis revealed that the mediation of leader behavior on team innovation flowed primarily through enacted values (climate for innovation), rather than the combined effects of espoused and enacted values. This is the first study to demonstrates the utility of block variable procedures to model and test the combined effects of two congruence variables as a mediator at the group level. The MLPM results suggest the need to include espoused values to explain more fully the impact of climate-based perceptions on team innovation. Implications and future directions are discussed.