The role of perceived self-transcendence values in forming functional relationships with professionals.

Relationships with professionals such as therapists and managers are stronger when the professional is perceived as prioritizing self-transcendence values (e.g., benevolence, universalism) over self-enhancement values (e.g., achievement, power). Three studies show that client-therapist and employee-manager relationship quality increases with perceived self-transcendence, even beyond the effects of personal values or value similarity. Perceptions of warmth explain this link. The findings suggest that how others view a professional's values matters more for relationship formation than the individual's own values or value alignment.

Study at a glance

Abstract

Existing research into values and relationship formation highlights the role of individuals' own values or value similarity between the parties. We consider the formation of functional relationships with professionals, which cannot be fully explained by documented value-based mechanisms. Instead, we examine the role of professionals' values as perceived by others. We study two occupations that require forming relationships yet are characterized by opposing value profiles: therapists and managers, who are prototypically high in self-transcendence and self-enhancement values, respectively. We show that: (a) client-therapist and employee-manager relationships are stronger the more the professional is perceived as prioritizing self-transcendence (Study 1, N = 191, USA); (b) perceived self-transcendence of managers contributes to relationship quality beyond employee personal values and employee-manager value similarity (Study 2, N = 177, IL); and (c) perceptions of warmth mediate the link between perceived self-transcendence and relationship formation (Study 3, N = 297, USA). Our discussion further highlights the importance of perceived values.