Leadership styles as antecedents of employee turnover intentions and innovative work behaviour: A research framework
Australian and New Zealand Academy of Management
School of Business and Law
Extant literature has given little attention to the respective moderating and mediating effects of alternative job opportunity and job autonomy on the relationships between leadership styles, employee turnover intentions, and innovative work behaviour. This paper provides a framework of how employees’ perceptions of supervisors’ leadership styles may induce them to stay in their organisations and exhibit innovative work behaviour. Our principal theoretical and conceptual contributions reside in the examination of job autonomy as a mediator in the leadership - innovative work behaviour relationship; the expansion of the alternative job opportunity moderation in the leadership – employee turnover intention nexus; and the provision and testing of a conceptual framework. The relevance of the topic to contemporary business practice is also worthy to note.