Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective

被引:141
作者
Tse, Herman H. M. [1 ]
Huang, Xu [2 ]
Lam, Wing [2 ]
机构
[1] Griffith Univ, Griffith Business Sch, Brisbane, Qld 4111, Australia
[2] Hong Kong Polytech Univ, Dept Management & Mkt, Kowloon, Hong Kong, Peoples R China
关键词
Transformational leadership; Leader member exchange (LMX); Affective commitment (AC); Turnover intention; Turnover behavior; PERCEIVED ORGANIZATIONAL SUPPORT; MEMBER EXCHANGE; JOB EMBEDDEDNESS; MEDIATING ROLE; TRANSACTIONAL LEADERSHIP; CHARISMATIC LEADERSHIP; CITIZENSHIP BEHAVIOR; VOLUNTARY TURNOVER; METAANALYTIC TEST; UNFOLDING MODEL;
D O I
10.1016/j.leaqua.2013.07.005
中图分类号
B849 [应用心理学];
学科分类号
040203 [应用心理学];
摘要
Drawing on social exchange theory, the present study investigates the underlying mechanisms through which transformational leadership influences employee turnover. Leader-member exchange (LMX) and affective commitment (AC) are proposed as supervisor-based and organization-based social exchange mechanisms respectively, exemplifying how social exchange processes occur between an employee and his/her supervisor, and between the employee and his/her organization as a whole to underpin the effect of transformational leadership on turnover outcomes. Results of structural equation modeling on a sample of 490 full-time employees working in a large telecommunication company in the PRC provided support for the notion that transformational leadership is related to both social exchange mechanisms - LMX and AC - turnover intention and turnover behavior. Furthermore, the results revealed that AC rather than LMX mediated the link between transformational leadership and turnover intention. Turnover intention also only mediated the relationship between AC and turnover behavior over time. (C) 2013 Elsevier Inc. All rights reserved.
引用
收藏
页码:763 / 776
页数:14
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