The effect of servant leadership on turnover intentions: mediating effects of perceived organizational support, job satisfaction and job embeddedness

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Keyword(s):  
Job Satisfaction ◽  
Servant Leadership ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
Mediating Effect ◽  
Full Time ◽  
Mediating Effects ◽  
Content Type

Purpose The purpose of this study is to provide a theoretical foundation for the effects of servant leadership and to examine the mediating effects of perceived organizational support, job satisfaction and job embeddedness on employees turnover intentions. Design/methodology/approach Data is gathered from the responses of 115 full-time employees from a number of organizations in a metropolitan area in the southeastern United States to a questionnaire survey. Findings Servant leadership is a significant predictor of POS, job embeddedness and job satisfaction. Support is found for the mediating effect of POS and job embeddedness on the servant leadership-turnover intentions relationship. Practical implications Organizations can put steps into place to decrease turnover intentions through increasing links between individuals within the workplace and community, increasing potential sacrifices and adopting a servant leadership style of management. Originality/value This paper has an original approach as it examines the mechanisms through which servant leadership affects turnover intentions.

The effect of servant leadership, perceived organizational support, job satisfaction and job embeddedness on turnover intentions

2020 ◽  
Vol 8 (2) ◽  
pp. 177-194 ◽  
Author(s):  
Tobias M. Huning ◽  
Kevin J. Hurt ◽  
Rachel E. Frieder
Keyword(s):  
Job Satisfaction ◽  
Servant Leadership ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
Content Type ◽  
Positive Effects ◽  
Mediating Mechanisms ◽  
The Relationship

PurposeThe purpose of this study is to provide insights into the effect of servant leadership on turnover intentions. The authors investigate the mediating effects of perceived organizational support (POS), job embeddedness and job satisfaction on the relationship between servant leadership and turnover intentions. In doing so, the authors seek to make the following contributions. First, the authors seek to provide additional empirical evidence for servant leadership as an effective organizational theory. Additionally, the authors seek to establish POS, embeddedness and job satisfaction as underlying mechanisms that transmit the positive effects of servant leadership.Design/methodology/approachThe data were collected from a paper and pencil survey questionnaire provided to employees of different organizations in a metropolitan area in the southeastern United States. The sample consisted of 150 participants; complete (listwise) data were available for 115 participants.FindingsThe study shows that POS and embeddedness are mediating mechanisms through which servant leadership is related to employee turnover intentions. The authors found POS and job embeddedness to be significant mediating constructs which help explain the nature of the relationship between servant leadership and turnover intentions.Originality/valueBy investigating these constructs in the present framework, we help to provide answers to the questions of how and why servant leadership affects employee outcomes. These answers are an important step towards more fully understanding the complex ways by which followers respond to servant leadership.

Perceived organizational support and its outcomes

2015 ◽  
Vol 38 (6) ◽  
pp. 627-639 ◽  
Author(s):  
Ishfaq Ahmed ◽  
Muhammad Musarrat Nawaz ◽  
Ghulam Ali ◽  
Talat Islam
Keyword(s):  
Job Satisfaction ◽  
Employee Engagement ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Turnover Intentions ◽  
Meta Analysis ◽  
Citizenship Behavior ◽  
Content Type

Purpose – Riggle et al.’s (2009) research of 20 years literature (1986-2006) is the latest available meta-analysis on perceived organizational support and outcomes. There are seven years since no work has been done to see the changes in the research and its emphasis, which is the main target of this research. This study aimed at five major outcomes: employee engagement, job satisfaction, organizational commitment, organizational citizenship behavior and turnover intentions. Design/methodology/approach – Hundred and twelve studies were included in meta-analysis containing at least one of the outcomes. Riggle et al. included 167 studies in their investigation from 1986 to 2006. This study adds value to the work of Riggle et al. by looking at the studies conducted from January 2007 to April 2014. Findings – Findings of the study revealed that perceived organizational support had a strong positive impact on employee engagement, job satisfaction and organizational commitment, while its impact on organizational citizenship behavior and turnover intentions is moderate. Originality/value – This study adds value by offering meta-analysis of the perceived organizational support and its outcomes for latest available literature (i.e. 2007-2014).

Work connectivity behavior after-hours and job satisfaction: examining the moderating effects of psychological entitlement and perceived organizational support

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ken Cheng ◽  
Xing Cao ◽  
Limin Guo ◽  
Qing Xia
Keyword(s):  
Job Satisfaction ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Hierarchical Regression ◽  
Full Time ◽  
Moderating Effects ◽  
Content Type ◽  
Psychological Entitlement ◽  
Simple Slope ◽  
After Hours

PurposeThis study aims to examine the moderating effects of psychological entitlement and perceived organizational support (POS) on the relationship between work connectivity behavior after-hours (WCBA) and job satisfaction.Design/methodology/approachData were collected from 217 full-time employees of an Internet company in China at two points in time separated by about one month. Hierarchical regression and simple slope analyses were conducted to test hypotheses.FindingsThe results showed that WCBA was negatively related to job satisfaction and that this relationship could be mitigated by POS. Moreover, psychological entitlement aggravated this relationship, and this aggravating effect was stronger when POS was at low levels.Practical implicationsManagers should avoid intervening employees' nonwork domains too much. If this is unavoidable, managers should provide adequate organizational support to help employees cope with the challenges brought by WCBA. Besides, managers need to pay close attention to highly entitled employees and take measures to modify their expectations.Originality/valueFirst, this study enriches the understanding of what WCBA is and how WCBA works by investigating the influencing mechanism of WCBA from the perspectives of effort–reward imbalance and job demands–resources. Second, by verifying the moderating effects of psychological entitlement and POS, this study provides insights into the boundaries of the WCBA–job satisfaction relationship. Third, this study contributes to the literature on psychological entitlement by identifying its one applicable condition.

Cognitive and affective predictors of occupational stress and job performance: the role of perceived organizational support and work engagement

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Ana Junça Silva ◽  
Cannanda Lopes
Keyword(s):  
Job Performance ◽  
Occupational Stress ◽  
Work Engagement ◽  
Organizational Support ◽  
Perceived Organizational Support ◽  
Mediating Effect ◽  
Future Research ◽  
Cross Sectional ◽  
Content Type

PurposeThis study aimed to (1) analyze whether the perceived organizational support (POS) was a significant predictor of performance and stress and (2) explore the mediating role of engagement in these relations.Design/methodology/approachTo test the hypotheses, the authors collected data with 200 working adults in a mandatory quarantine due to COVID-19 pandemic crisis.FindingsThe results showed that the POS contributed to increase engagement, and consequently, job performance. These relations also proved to be significant for stress, because when the POS increased, the work engagement also increased, and as a result decreased occupational stress.Research limitations/implicationsThis study relied on a cross-sectional design. Therefore, future research should consider a daily design to replicate this study and analyze daily fluctuations. Overall, the authors can conclude that work engagement is an affective process through which POS decreases stress and increases performance.Originality/valueThis study tests the mediating effect of work engagement on the link between POS, stress and performance, and its theoretical and practical implications of these findings are discussed.

scholarly journals A study on the relationship between intragroup conflict and turnover intentions, and the mediating effect of job satisfaction

2011 ◽  
Vol 24 (1) ◽  
pp. 75-102
Author(s):  
Junho Lee ◽  
Jihwan Park
Keyword(s):  
Job Satisfaction ◽  
Turnover Intentions ◽  
Mediating Effect ◽  
Task Conflict ◽  
Mediating Effects ◽  
Intragroup Conflict ◽  
Chinese Workers ◽  
The Impact ◽  
The Relationship ◽  
And Task

The study delved into the impact of intragroup conflict on turnover intentions and cultural commonalities and differences in job satisfaction that mediates the relationship. To identify correlations among intragroup conflict, job satisfaction and turnover intentions for each Korean and Chinese employee, the study analyzed questionnaires used to survey Korean employees working at Korean companies and Chinese workers in Korean companies based in China. The study divided intragroup conflict into two types - relation conflict and task conflict - and looked into the impact of each conflict on turnover intentions, and found that both types of conflict heightened turnover intentions of both Korean and Chinese workers. The study also attempted to prove the mediating effects of job satisfaction on the relationship between relation conflict and task conflict, and turnover intentions. As a result, mediating effects were found only in the relationship between relation conflict and turnover intentions among Chinese employees, while Korean workers saw the same effects only in the relationship between task conflict and turnover intentions. The above-mentioned results indicate the following implications. Firstly, there were common effects of intragroup conflict on turnover intentions for both Korean and Chinese employees. Such effect can be understood from culture universal perspective. Secondly, differences emerged in the mediating effects of job satisfaction in the relationship between turnover intentions and intra-group conflicts. That is understandable from culture specific perspective. Thirdly, the result that can be inferred from the aforementioned findings is that when it comes to cross-cultural research on methods of management, it is important to consider two types of approaches - culture universal and culture specific approaches. Lastly, the study also indicated that companies operating overseas should seek both localized and global management.

The influence of servant leadership on employees' outcomes via job embeddedness in hospitality industry

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Muhammad Qamar Zia ◽  
Muhammad Naveed ◽  
Muhammad Adnan Bashir ◽  
Asif Iqbal
Keyword(s):  
Servant Leadership ◽  
Organizational Citizenship ◽  
Organizational Citizenship Behavior ◽  
Work Performance ◽  
Turnover Intentions ◽  
Job Embeddedness ◽  
Work Outcomes ◽  
Citizenship Behavior ◽  
Hotel Management ◽  
Content Type

PurposeDrawing from social exchange theory, the purpose of this study is to investigate the influence of servant leadership on organizational citizenship behavior, turnover intentions and work performance through mediating role of job embeddedness.Design/methodology/approachThe data were gathered from 252 frontline employees of Pakistan's hotel industry in two-time lags with an interval of two months by using purposive sampling. PLS-SEM was applied for the analysis of data and hypothesis testing.FindingsThe study ascertained that job embeddedness is a potent mediator between the nexus of servant leadership and aforementioned work outcomes. The study results portray that servant leadership promotes job embeddedness, OCB, work performance and reduces turnover intentions.Research limitations/implicationsHotel management can use job embeddedness to boost servant leadership and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' organizational citizenship behavior and work performance.Practical implicationsHotel management can use job embeddedness to boost OCB, work performance and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' citizenship behavior and work performance.Originality/valueThere are numerous calls for research to ascertain as well as sparse literature available whether job embeddedness act as a mediator in the nexus of servant leadership and work outcomes or not. The current study fills these voids and contributes to the literature by empirically examining the mechanism of job embeddedness between servant leadership and the work outcomes.

Servant leadership, organizational identification and turnover intention: an empirical study in hospitals

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Sunil P. Omanwar ◽  
Rakesh Kumar Agrawal
Keyword(s):  
Servant Leadership ◽  
Organizational Identification ◽  
Turnover Intention ◽  
Service Sector ◽  
Turnover Intentions ◽  
Well Being ◽  
Mediating Effect ◽  
Equation Modeling ◽  
Content Type ◽  
Using Data

Purpose This paper aims to study the relationship between servant leadership (SL), employee turnover intention (TI) and organizational identification (OI) in hospitals. Design/methodology/approach The study uses a quantitative approach to investigate the relationships between SL, OI and TI, using data collected from a sample of 266 front-facing employees in a private Indian hospital setup. Structural equation modeling is used to analyze the data and test the hypotheses. Findings The findings reveal that servant leadership has a positive relationship with organizational identification and negatively impacts turnover intentions of the front-facing employee. Further, the study also reveals, contrary to expectations, organizational identification has no significant mediating effect between servant leadership and turnover intentions. Research limitations/implications This research is limited to front-facing employees in hospitals and the study may be extended to other industries in the service sector. Future studies may consider other mediating and moderating variables to fully understand the mechanism of impact of servant leadership on turnover intention. Multi-level studies can also be carried out. Practical implications With the ever-increasing expectations for better patient care, robust leadership models have required that address front-facing employee’s well-being, enabling their attention toward patients. This paper provides the impetus for the development and adoption of servant leadership specifically within hospitals and the service sector. Originality/value This study is one of the few studies that empirically examines servant leadership in the health-care domain. The study also contributes to the extant literature on servant leadership by empirically examining the mediation effect of organizational identification between SL and TI. To the authors’ best of knowledge, this study may be the first of its kind, providing evidence of servant leadership’s impact on turnover intention and organizational identification in hospitals using data from the Indian context.

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