Role of leadership in the employee withdrawal process.

During a 1-yr period, 20 of 48 systems analysts and computer programmers of the information systems department of a large public utility terminated their employment. As hypothesized, leader–member exchange was an effective predictor of employee turnover. However, the overall style of a leader (i.e., average leadership style) was no more helpful than the base rate in predicting turnover. Implications for the role of leadership in the employee withdrawal process are discussed. (19 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Excellence in socio-technical teamwork requires both cognitive and emotional bonding.

Comments on the article Leadership, followership, and evolution: Some lessons from the past by Van Vugt, Hogan, and Kaiser (see record 2008-03389-004). The current author states that Van Vugt, Hogan, and Kaiser came to three conclusions from their romp over 2.5 million years of earth history involving many species. In spite of these conclusions, Van Vugt et al. failed to mention or cite any recent articles on the research program that showed clearly that leadership is not only leader behavior toward a group but also is rooted in the mutual goal-enactment behavior and working relationship both between individual followers and between follower and leader at the dyadic and group levels (Graen, 1976, 2008; Graen, Hui, & Taylor, 2006; Graen & Uhl-Bien, 1995; Graen & Wakabayashi, 1994; Uhl-Bien, 2006). To best lead a team, one must build all possible working relationships to excellence. In no case should one let one's team divide into working factions based on working relationships. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Integration of climate and leadership: Examination of a neglected issue.

The research domains of climate and leadership are implicitly entwined, yet there has been little theoretical development or empirical research directly addressing the linkage between these constructs. In this study we developed a framework integrating interactionist-based climate theory (B. Schneider, 1983) and the vertical dyad linkage theory of leadership (G. Graen, 1976; Graen and J. F. Cashman, 1975). Three propositions derived from the integrative framework were supported. Subordinates with high-quality supervisor relations had more positive climate perceptions, exhibited greater consensus on climate, and had perceptions more similar to those of their supervisors than did subordinates with low-quality relations. The value of a synthesis of the two research domains is discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Servant leadership, procedural justice climate, service climate, employee attitudes, and organizational citizenship behavior: A cross-level investigation.

This study tests the influence of servant leadership on 2 group climates, employee attitudes, and organizational citizenship behavior. Results from a sample of 815 employees and 123 immediate supervisors revealed that commitment to the supervisor, self-efficacy, procedural justice climate, and service climate partially mediated the relationship between servant leadership and organizational citizenship behavior. Cross-level interaction results revealed that procedural justice climate and positive service climate amplified the influence of commitment to the supervisor on organizational citizenship behavior. Implications of these results for theory and practice and directions for future research are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

A review and meta-analysis of research on the relationship between behavioral intentions and employee turnover.

Reexamined literature cited in previous reviews (W. H. Mobley et al [see PA, Vol 62:9973]; P. M. Muchinsky and M. L. Tuttle [see PA, Vol 64:4296]; and L. Porter and R. M. Steers [see PA, Vol 51:4029]) on the relationship between behavior intentions and employee turnover using meta-analysis procedures. The extent to which moderator variables could be employed to explain variation in findings across intent–turnover studies was assessed. A weighted average correlation of .50 was calculated between behavioral intentions and employee turnover. Intentions were more predictive of attrition than overall job satisfaction, satisfaction with work itself, or organizational commitment. The length of time between procurement of predictor and criterion data influenced the magnitude of intent–turnover relationships. (83 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

What would be if what is wasn't? Rejoinder to Judiesch, Schmidt, and Hunter (1993).

In their critique of the N. S. Raju et al (1990) utility model, M. K. Judiesch et al (see record 1994-19598-001) claimed that Raju et al simply shifted the problem from one of estimating the standard deviation of the dollar-valued performance (Y) to that of estimating the coefficient of variation (?–iY–n/μ–iY–n). In showing the inaccuracy of this claim, the authors demonstrate that the Judiesch et al misunderstandings of the underlying assumptions of the Raju et al model have led to their misinterpretations. Furthermore, the authors refute the contentions of Judiesch et al that (1) the A parameter in the Raju et al model is equal to average employee value and (2) it is appropriate to correct the validity coefficient for criterion unreliability when conducting a utility analysis. A more detailed discussion of the issues relating to transforming the original performance scale is offered. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Social exchange in organizations: Perceived organizational support, leader–member exchange, and employee reciprocity.

Social exchange (P. Blau, 1964) and the norm of reciprocity (A. W. Gouldner, 1960) have been used to explain the relationship of perceived organizational support and leader–member exchange with employee attitudes and behavior. Recent empirical research suggests that individuals engage in different reciprocation efforts depending on the exchange partner (e.g., B. L. McNeely and B. M. Meglino; see record 1995-15542-001). The purpose of the present study was to further investigate these relationships by examining the relative contribution of indicators of employee–organization exchange and subordinate–supervisor exchange. Structural equation modeling was used to compare nested models. Results indicate that perceived organizational support is associated with organizational commitment, whereas leader–member exchange is associated with citizenship and in-role behavior. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Role of early supervisory experience in supervisor performance.

Explores the role of early supervisory experience and cognitive ability in 1st-line supervisor performance. Similar to the F. L. Schmidt et al (see record 1986-31441-001) study of nonsupervisors, this research tested structural models hypothesizing relationships among supervisory experience, cognitive ability, supervisory knowledge and proficiency, and performance ratings, using a sample of 570 2nd-tour soldiers. The Schmidt et al model with an additional ability?→?experience path provided the best fit. The significant ability?→?experience path was interpreted as indicating that demonstrated ability contributes to soldiers being given the opportunity to obtain supervisory experience. Experience had a greater impact on supervisor proficiency than on supervisor knowledge. Ability had a greater impact on supervisor knowledge than on proficiency. Discussion focuses on the personal characteristics that might be involved in being assigned supervisory responsibilities. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Clarifying work–family intervention processes: The roles of work–family conflict and family-supportive supervisor behaviors.

Drawing on a conceptual model integrating research on training, work–family interventions, and social support, we conducted a quasi-experimental field study to assess the impact of a supervisor training and self-monitoring intervention designed to increase supervisors' use of family-supportive supervisor behaviors. Pre- and postintervention surveys were completed, 9 months apart, by 239 employees at 6 intervention (N = 117) and 6 control (N = 122) grocery store sites. Thirty-nine supervisors in the 6 intervention sites received the training consisting of 1 hr of self-paced computer-based training, 1 hr of face-to-face group training, followed by instructions for behavioral self-monitoring (recording the frequency of supportive behaviors) to facilitate on-the-job transfer. Results demonstrated a disordinal interaction for the effect of training and family-to-work conflict on employee job satisfaction, turnover intentions, and physical health. In particular, for these outcomes, positive training effects were observed for employees with high family-to-work conflict, whereas negative training effects were observed for employees with low family-to-work conflict. These moderation effects were mediated by the interactive effect of training and family-to-work conflict on employee perceptions of family-supportive supervisor behaviors. Implications of our findings for future work–family intervention development and evaluation are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Meta-analysis of the relationships between Kerr and Jermier's substitutes for leadership and employee job attitudes, role perceptions, and performance.

A meta-analysis was conducted to estimate more accurately the bivariate relationships between leadership behaviors, substitutes for leadership, and subordinate attitudes, and role perceptions and performance, and to examine the relative strengths of the relationships between these variables. Estimates of 435 relationships were obtained from 22 studies containing 36 independent samples. The findings showed that the combination of the substitutes variables and leader behaviors account for a majority of the variance in employee attitudes and role perceptions and a substantial proportion of the variance in in-role and extra-role performance; on average, the substitutes for leadership uniquely accounted for more of the variance in the criterion variables than did leader behaviors. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Perceived supervisor support: Contributions to perceived organizational support and employee retention.

Three studies investigated the relationships among employees' perception of supervisor support (PSS), perceived organizational support (POS), and employee turnover. Study 1 found, with 314 employees drawn from a variety of organizations, that PSS was positively related to temporal change in POS, suggesting that PSS leads to POS. Study 2 established, with 300 retail sales employees, that the PSS-POS relationship increased with perceived supervisor status in the organization. Study 3 found, with 493 retail sales employees, evidence consistent with the view that POS completely mediated a negative relationship between PSS and employee turnover. These studies suggest that supervisors, to the extent that they are identified with the organization, contribute to POS and, ultimately, to job retention. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Despotism, democracy, and the evolutionary dynamics of leadership and followership.

Responds to comments made by George B. Graen (see record 2008-19206-015) and Stephen J. Guastello (see record 2008-19206-016) on the current author's article Leadership, followership, and evolution: Some lessons from the past by Van Vugt, Hogan, and Kaiser (see record 2008-03389-004). In the original article my co-authors and I proposed a new way of thinking about leadership, informed by evolutionary (neo-Darwinian) theory. In the first commentary, Graen (see record 2008-19206-015) noted that we ignored a number of recently developed psychological theories of leadership that take into account the leader-follower relationship, most notably LMX theory. LMX theory asserts that leadership effectiveness and team performance are affected by the quality of working relationships between superior and subordinates. Because the original article primarily dealt with questions about the origins of leadership--the phylogenetic and evolutionary causes--we had to be concise in our review of proximate psychological theories of leadership. In the second commentary, Guastello (see record 2008-19206-016) concurred with the importance of an evolutionary game analysis for studying leadership but disagreed with certain details of our analysis. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

The impact of civility interventions on employee social behavior, distress, and attitudes.

Although incivility has been identified as an important issue in workplaces, little research has focused on reducing incivility and improving employee outcomes. Health care workers (N = 1,173, Time 1; N = 907, Time 2) working in 41 units completed a survey of social relationships, burnout, turnover intention, attitudes, and management trust before and after a 6-month intervention, CREW (Civility, Respect, and Engagement at Work). Most measures significantly improved for the 8 intervention units, and these improvements were significantly greater than changes in the 33 contrast units. Specifically, significant interactions indicating greater improvements in the intervention groups than in the contrast groups were found for coworker civility, supervisor incivility, respect, cynicism, job satisfaction, management trust, and absences. Improvements in civility mediated improvements in attitudes. The results suggest that this employee-based civility intervention can improve collegiality and enhance health care provider outcomes. (PsycINFO Database Record (c) 2011 APA, all rights reserved)     

The role of organizational citizenship behavior in turnover: Conceptualization and preliminary tests of key hypotheses.

The authors conceptualized levels of organizational citizenship behavior (OCB) performance as a behavioral predictor of employee turnover and empirically examined the strength of this relationship. Data were collected from 205 supervisor–subordinate dyads across 11 companies in the People's Republic of China. The results provided considerable support for the hypothesis that supervisor-rated OCB was a predictor of subordinates' actual turnover. In particular, subordinates who were rated as exhibiting low levels of OCB were found to be more likely to leave an organization than those who were rated as exhibiting high levels of OCB. The authors also found that the self-report turnover intention was a predictor of turnover, but this relationship did not hold for 2 companies. The explanations and implications of these findings are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Employee stock ownership and employee attitudes: A test of three models.

Results of a test of three alternative models of the conditions necessary for employee ownership to positively influence employee attitudes are reported. Based on a study of 37 employee stock ownership plan (ESOP) companies (N of individuals?=?2,804), results support hypotheses for the extrinsic and instrumental satisfaction models. Average company ESOP satisfaction and organizational commitment are high and average company turnover intention is low when the ESOP provides substantial financial benefits to employees, when management is highly committed to employee ownership, and when the company maintains an extensive ESOP communications program. In contrast, the results provide no support for the intrinsic satisfaction model of ESOP effects. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Reducing Voluntary, Avoidable Turnover Through Selection.

The authors investigated the efficacy of several variables used to predict voluntary, organizationally avoidable turnover even before the employee is hired. Analyses conducted on applicant data collected in 2 separate organizations (N = 445) confirmed that biodata, clear-purpose attitudes and intentions, and disguised-purpose dispositional retention scales predicted voluntary, avoidable turnover (rs ranged from -.16 to -.22, R = .37, adjusted R = .33). Results also revealed that biodata scales and disguised-purpose retention scales added incremental validity, whereas clear-purpose retention scales did not explain significant incremental variance in turnover beyond what was explained by biodata and disguised-purpose scales. Furthermore, disparate impact (subgroup differences on race, sex, and age) was consistently small (average d = 0.12 when the majority group scored higher than the minority group). (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Motivation and employee-supervisor discrepancies in a psychiatric vocational rehabilitation setting.

Examined both employee and supervisor reports of motivational and work adjustment variables, in the context of a psychiatric rehabilitation program, as correlates of program participation and independent ratings of readiness for competitive employment. Ss were 80 employees (aged 21–75 yrs) in a sheltered workshop and transitional employment program affiliated with a state psychiatric hospital. Program participation and work-readiness were associated with both employee and supervisor ratings of motivation after controlling for employee benefit plan, residential status, and social adjustment. Additionally, the degree of supervisor–employee discrepancy in these ratings was negatively correlated with program participation, work-readiness, and estimates of premorbid social competence. The role of motivational factors in vocational rehabilitation and the dynamics of supervisor and employee perceptions of work motivation and adjustment are discussed. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Supervision of psychology trainees in field placements.

Describes some supervision and systems factors that may produce stress for the professional psychology trainee in a part-time field placement outside the training institution. Stress in the supervisor–supervisee relationship can arise from differences between the supervisor and supervisee in theoretical orientation, style of supervision and learning, and perception of the basis of their relationship, as well as from personality differences. Training institutions and service agencies have different goals and roles that can place the supervisor and the supervisee in conflict. The stress can be reduced as the supervisor, who is a field placement agency employee, acts in accordance with training institution goals and as the trainee can act as a junior staff member of the field placement agency. It is suggested that the student who is aware of some of the difficulties that can arise in a supervisor–supervisee relationship and who understands the stresses inherent in the different goals and roles of a field-placement agency and a training institution will be able to avoid some trouble. (11 ref) (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Do the weary care about racioethnic similarity? The role of emotional exhaustion in relational demography.

Diversity theorists have hypothesized that similarity leads to both greater identification among individuals and reduced interpersonal conflict within organizations. Little research, however, has been conducted to identify boundary conditions for this relationship. The authors investigated the interactive effects of supervisor–subordinate racioethnic similarity and emotional exhaustion on organizational commitment in two studies. In Study 1, racioethnic supervisor–subordinate similarity related positively to commitment, but only among employees low in emotional exhaustion. In Study 2, we observed a significant indirect effect of racioethnic similarity on loyalty through supervisor support. Moreover, the support–loyalty linkage was significantly stronger for employees low in emotional exhaustion. Thus, the effects of supervisor–subordinate racioethnic similarity on employee commitment appear contingent upon employee emotional exhaustion. (PsycINFO Database Record (c) 2010 APA, all rights reserved)     

Fostering good citizenship through ethical leadership: Exploring the moderating role of gender and organizational politics.

Considering the implications of social exchange theory as a context for social role behavior, we tested relations between ethical leadership and both person- and task-focused organizational citizenship behavior and examined the roles played by employee gender and politics perceptions. Although social exchange theory predicts that ethical leadership is positively associated with citizenship, social role theory predicts that the nature of this relationship may vary on the basis of gender and politics perceptions. Results from data collected from 288 supervisor–subordinate dyads indicate that the pattern of male versus female employees' citizenship associated with ethical leadership depends significantly on their perceptions of politics. Implications for theory and practice are discussed. (PsycINFO Database Record (c) 2011 APA, all rights reserved)