["Journal of Applied Social Psychology, EarlyView. ", "\nABSTRACT\nShared values between employees and their organization constitute a central prerequisite of organizational identification. However, research on person‐organization (PO) fit has largely relied on assumptions of uniformly beneficial value congruence. In the present study, we integrate the Circular Work Value Theory with PO fit research to examine how the motivational content of personal work values shapes organizational identification in interaction with organizational culture. Using cross‐sectional data from 2151 employees nested within 54 organizations, we applied multilevel polynomial regression with response surface analysis to investigate value congruence between employees' higher‐order work values and their organizations' culture for psychological empowerment. In addition, drawing on social identity theory, we examined identity leadership as a moderator influencing the relation between the level of value congruence and organizational identification. Results revealed systematic asymmetries and non‐linear patterns across value domains. Whereas conservation and self‐enhancement values show largely linear and positive associations with organizational identification in high‐empowerment cultures, openness to change and self‐transcendence exhibit curvilinear relations, indicating diminishing or even adverse effects at higher value levels. Moreover, when employees' leaders were high in identity leadership, individuals across a broader range of conservation and self‐enhancement values showed higher organizational identification. Overall, this study advances PO fit theory by integrating a circumplex work‐value framework with multilevel congruence modeling and identity‐based leadership processes, offering actionable insights for organizations seeking to strengthen identification through value‐sensitive culture design and leadership practices.\n"]