Open Access Open Access  Restricted Access Subscription Access
Open Access Open Access Open Access  Restricted Access Restricted Access Subscription Access

Impact of Leadership on Employee Engagement and Intent to Stay


Affiliations
1 Dr D Y Patil Institute of Management Studies, Pune, Maharashtra, India
2 Arya Mahila Vidyalaya P G College, Varanasi, Uttar Pradesh, India
     

   Subscribe/Renew Journal


Research has shown that there is a current issue in leader member exchange (LMX) literature that needs to be addressed through empirical research. LMX theory has been shown to be related to outcomes such as employee performance, employee turnover, job satisfaction, organizational commitment, job climate, innovation, organizational citizenship behaviour, empowerment, and procedural and distributive justice (Graen & Uhlbien, 1995). But, there has been very limited research relating LMX to employee engagement and intent to stay with an organization. This quantitative study contributes to the literature on LMX theory as it provides empirical evidence that LMX is positively related to employee engagement and employee intent to stay with an organization.

Keywords

Leader Member Exchange (LMX), Employee Engagement, Intent to Stay with an Organization.
Subscription Login to verify subscription
User
Notifications
Font Size


  • Abu Elanain, H. M. (2014). Leader member exchange and intent to turnover: Testing a mediated effects model in a high turnover work environment. Management Research Review, 37(2), 110-129.
  • Beck, R., & Harter, J. (2015, April 21). Managers account for 70% of variance in employee engagement. Gallup Business Journal. Retrieved from http://www.gallup.com/businessjournal/182792/managers-accountvariance- employee-engagement.aspx
  • Cataldo, P. (2011). Focusing on employee engagement: How to measure it and improve it. Retrieved from http://www.kenan-flagler.unc.edu/executivedevelopment/custom-programs/~/media/Files/documents/executivedevelopment/focusing-on-employee-engagement.ashx
  • Chaurasia, S., & Shukla, A. (2013). The influence of leader-member exchange relations on employee engagement and work role performance. International Journal of Organization Theory and Behavior, 16(4), 465-493.
  • Farndale, E., Beijer, S., van Veldhoven, M., Kelliher, C., & Hope-Hailey, V. (2014). Work and organization engagement: Aligning research and practice. Journal of Organizational Effectiveness: People and Performance, 1(2), 157-176.
  • Fitch, K., & Agrawal, S. (2015, May 7). Why women are better managers than men: U.S. employees with female bosses are more engaged than employees with male bosses. Gallup Business Journal. Retrieved from http://www.gallup.com/businessjournal/183026/female-bosses-engagingmale-bosses.aspx
  • Graen, G. B., & Scandura, T. A. (1987). Toward a psychology of dyadic organizing. In L. L. Cummings & B. M. Staw (Eds.), Research in Organizational Behavior (pp. 175-208). Greenwich, CT: JAI Press
  • Hajjaj, K. G. (2014). Relationship between servant leadership style and intent to stay among employees in the municipality of Gaza. International Journal of Business and Social Science, 5(7), 95-101
  • Harter, J. (2015). Engage your long-time employees to improve performance. Harvard Business Review. Retrieved from https://hbr.org/2015/03/engageyourlongtime-employees-to-improve-performance
  • Harter, J., & Adkins, A. (2015, April 8). Employees want a lot more from their managers. Gallup Business Journal. Retrieved from http://www.gallup.com/businessjournal/182321/employees-lotmanagers.Aspx
  • Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
  • Jordan, P. J., & Troth, A. (2011). Emotional intelligence and leader member exchange. Leadership & Organization Development Journal, 32(3), 260- 280.
  • Kahn, W. A. (1990). Psychological conditional of personal engagement and disengagement at work. Academy of Management Journal, 33, 692-724.
  • Kim, K., & Jogaratnam, G. (2010). Effects of individual and organizational factors on job satisfaction and intent to stay in the hotel and restaurant industry. Journal of Human Resources in Hospitality and Tourism, 9(3), 318-339.
  • Kim, B., Lee, G., & Carlson, K. D. (2010). An examination of the nature of the relationship between leader member exchange (LMX) and turnover intent at different organizational levels. International Journal of Hospitality Management, 29(4), 591-597.
  • Kim, S., Price, J. L., Mueller, C. W., & Watson, T. W. (1996). The determinants of career intent among physicians at a U.S. Air Force hospital. Human Relations, 49, 946-976.
  • Lee, T. W., & Mitchell, T. R. (1991). The unfolding effects of organizational commitment and anticipated job satisfaction on voluntary employee turnover. Motivation and Emotion, 15(1), 99-121.
  • Lee, T. W., & Mitchell, T. R. (1994). An alternative approach: The unfolding model of voluntary employee turnover. The Academy of Management Review, 19(1), 51-89.
  • Lee, T. W., & Mowday, R. T. (1987). Voluntarily leaving an organization: An empirical investigation of Steers and Mowday’s model of turnover. The Academy of Management Journal, 30(4), 721-743.
  • Liu, Z., Cai, Z., Li, J., Shi, S., & Fang, Y. (2013). Leadership style and employee turnover intentions: A social identity perspective. Career Development International, 18(3), 305-324.
  • Lussier, R., & Achua, C. (2013). Leadership: Theory, application, and skill development. Boston, MA: Cengage Learning.
  • March, J. G., & Simon, H. A. (1958). Organizations. New York, NY: Wiley. Marshburn, D. (2007). Clinical competence, satisfaction, and intent to stay in new nurses (Doctoral Dissertation). Available from ProQuest Dissertations and Theses Database. (UMI No. 3255418).
  • Mobley, W. (1977). Intermediate linkages in the relationship between job satisfaction and employee turnover. Journal of Applied Psychology, 62(2), 237-240.
  • Mobley, W. (1982). Employee turnover: Causes, consequences, and control. Reading, MA: Addison-Wesley.
  • Mobley, W. H., Griffeth, R. W., Hand, H. H., & Meglino, B. M. (1979). Review and conceptual analysis of the employee turnover process. Psychological Bulletin, 86, 493-522.
  • Northouse, P. G. (2013). Leadership: Theory and practice. Thousand Oaks, CA: Sage.
  • Pearce, C. L., & Conger, J. A. (2003). Shared leadership: Reframing the hows and whys of leadership. Thousand Oaks, CA: Sage.
  • Porter, L. W., & Steers, R. W. (1973). Organizational, work, and personal factors in employee turnover and absenteeism. Psychological Bulletin, 80, 151-176.
  • Price, J. L. (1977). The study of turnover. Ames, IA: Iowa State University Press.
  • Price, J. L., & Mueller, C. W. (1981). Professional turnover: The case of nurses. New York, NY: SP Medical and Scientific Books.
  • Putnam, L., & Mumby, D. (2013). The Sage handbook of organizational communication: Advances in theory, research, and methods. Thousand Oaks, CA: Sage.
  • Rich, B. L., Lepine, J. A., & Crawford, E. R. (2010). Job engagement: Antecedents and effects on job performance. Academy of Management Journal, 53, 617- 635.
  • Robinson, D., Perryman, S., & Hayday, S. (2004). The drivers of employee engagement: Report 408. Institute for Employment Studies. Retrieved from http://www.employment-studies.co.uk/system/files/resources/files/408.pdf
  • Tosi, H. L. (2008). Theories of organization. Thousand Oaks, CA: Sage.
  • Truckenbrodt, Y. (2000). The relationship between leadermember exchange and commitment and organization citizenship behavior. Acquisition Review Quarterly, 233-244.
  • Whittington, J. L., & Galpin, T. J. (2010). The engagement factor: Building a high commitment organization in a low-commitment world. Journal of Business Strategy, 31(5), 14-24.

Abstract Views: 525

PDF Views: 0




  • Impact of Leadership on Employee Engagement and Intent to Stay

Abstract Views: 525  |  PDF Views: 0

Authors

Amitabh Patnaik
Dr D Y Patil Institute of Management Studies, Pune, Maharashtra, India
Rachana Dubey
Arya Mahila Vidyalaya P G College, Varanasi, Uttar Pradesh, India

Abstract


Research has shown that there is a current issue in leader member exchange (LMX) literature that needs to be addressed through empirical research. LMX theory has been shown to be related to outcomes such as employee performance, employee turnover, job satisfaction, organizational commitment, job climate, innovation, organizational citizenship behaviour, empowerment, and procedural and distributive justice (Graen & Uhlbien, 1995). But, there has been very limited research relating LMX to employee engagement and intent to stay with an organization. This quantitative study contributes to the literature on LMX theory as it provides empirical evidence that LMX is positively related to employee engagement and employee intent to stay with an organization.

Keywords


Leader Member Exchange (LMX), Employee Engagement, Intent to Stay with an Organization.

References