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This study investigates the differential effectiveness of leadership styles within the German Federal Police Office, focusing on how these styles interact with employees' personal values to influence organizational identification (OI). Thus, we investigate the augmentation hypothesis and explore the moderating effects of personal values on leadership effectiveness regarding OI.

Utilizing a quantitative cross-sectional design, the study analyzes responses from 1,816 police employees via the Multifactor Leadership Questionnaire and Portraits Value Questionnaire. Hierarchical regressions are used to analyze the hypothesized associations.

The results indicate that transformational leadership significantly enhances OI more than transactional or laissez-faire leadership. Moderating effects of personal values reveal complex interactions: while transformational leadership consistently predicts higher OI, transactional leadership’s effectiveness varies according to the employees' values such as Conformity and Tradition enhancing OI, Universalism and Benevolence diminishing it. These findings suggest that leadership effectiveness in policing is contingent on aligning leadership style with the personal values of the employees.

This research contributes to the understanding of how personal values modulate the impact of leadership styles on organizational outcomes within police organizations. It underscores the necessity for police leaders to consider the value profiles of their employees to optimize OI and effectiveness. The study is among the first to systematically explore these dynamics within a law enforcement context, providing empirical evidence to inform targeted leadership development and policy-making in policing.