Leadership styles and perceived organisational support as antecedents of employee turnover intentions: The role of job embeddedness
Abstract
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?
RAS ID
23342
Document Type
Conference Proceeding
Date of Publication
2016
School
School of Business and Law
Copyright
free_to_read
Publisher
Edith Cowan University
Recommended Citation
Amankwaa, A., Susomrith, P., & Seet, P. (2016). Leadership styles and perceived organisational support as antecedents of employee turnover intentions: The role of job embeddedness. Retrieved from https://ro.ecu.edu.au/ecuworkspost2013/3467
Comments
Amankwaa, A., Susomrith, P., & Seet, P. (2016). Leadership styles and perceived organisational support as antecedents of employee turnover intentions: The role of job embeddedness. In ECU Business Doctoral and Emerging Scholars Colloquium 2016 (pp. 21 - 30). Joondalup, Australia: Edith Cowan University.
Available here.