Leadership styles and perceived organisational support as antecedents of employee turnover intentions: The role of job embeddedness

Publication Year:
Usage 7
Abstract Views 7
Repository URL:
https://ro.ecu.edu.au/ecuworkspost2013/3467; https://ro.ecu.edu.au/ecuworkspost2013/3520
Do, Anh; Powell, Robert J; Singh, Abhay Kumar; Yong, Jaime L.P.
Edith Cowan University
Transactional leadership; Transformational leadership; Perceived organisational support; Turnover intentions; Job embeddedness; Stock market linkages; GARCH; Markov - switching framework; Structural break; Business
conference paper description
This paper examines how employee perceptions of their supervisors’ leadership behaviours and organisational support affect their turnover intention decisions. We develop a model that focuses on employee job embeddedness as a mediating mechanism through which employee perceptions about supervisory leadership behaviours and organisational support affect their intentions to leave their organisations. The model also suggests that the influence of leadership styles and perceived organisational support on employee turnover intentions will be relatively stronger among employees who are embedded into their jobs. Overall, we explore which is more critical to employee turnover intention decision; supervisors’ leadership behaviours or the support employees obtain from their organisations?