The present study combined meta-analysis with structural equations modeling (SEM) to validate Mobley, Homer, and Hollingsworth's (1978) turnover theory as well as alternative structural networks proposed by Dalessio, Silverman, and Schuck (1986), and Bannister and Griffeth (1986. We aggregated correlations from 17 studies (N = 5,013 employees), correcting for unreliability and sampling error. Then we used SEM to assess the models, comparing their relative fits to data. SEM analyses corroborated Mobley et al.'s model better than did past research, but these analyses also showed that Dalessio et al.'s and Horn et al.'s theories explained sample data more plausibly. Additional SEM tests found that turnover base rates, time lags between turnover and model assessments, unemployment rates, and occupational differences moderated the models' pathways. The present findings suggest various implications for these theories and for turnover research.We thank Dennis Laker, Robert Steel, Jeffrey Sager, Richard Mowday, and Tom Lee for supplying additional information about their studies. We also thank Angelo Kinicki,

The authors developed a model of group effectiveness that emphasizes 3 group-level representatives of the mediators hypothesized in social-cognitive theory. Group affective evaluations, group goals, and collective efficacy were predicted to mediate the influences of performance feedback and vicarious experience on group effectiveness. Covariance structure analysis of data from 81 groups indicated that performance feedback affected both group affective evaluations and collective efficacy, which in turn related to group effectiveness. Furthermore, group affective evaluations and collective efficacy completely mediated the relationship between performance feedback and group effectiveness, and collective efficacy partially mediated the linkage between vicarious experience and group effectiveness. No support was found for the mediating role of group goals. Recommendations for future research and applications are discussed.

SummaryA key foundation of empowering organizations is employee self-leadership. This study examines the eects of self-leadership skills and self-ecacy perceptions on performance. Structural equations modeling determined whether the in¯uence of self-leadership on performance is mediated by self-ecacy perceptions. Results for the sample of 151 respondents indicated self-leadership strategies had a signi®cant eect on self-ecacy evaluations, and self-ecacy directly aected performance. Further, self-ecacy perceptions were found to fully mediate the self-leadership/performance relationship. Theoretical and practical implications are discussed. #

The appropriate way to define and measure ethical leadership has been a source of conceptual confusion in the leadership literature. Different measures have been developed, but they all have limitations. Some questionnaires are missing key indicators of ethical leadership, or they include behaviors that do not seem directly relevant. In this study, the authors assess the validity of a new questionnaire for measuring essential aspects of ethical leadership independently of other types of leader behavior. The research also examines how ethical leadership is related to leader-member exchange and work unit performance. Although the primary purpose of these analyses is to assess criterion-related validity for the new questionnaire, the results help answer important questions about the benefits of ethical leadership. The authors found that ethical leadership makes a small but significant contribution to the explanation of leader-member exchange and managerial effectiveness.

This article examines antecedents and consequences of employees' threat appraisal during organizational change. Positive change orientation and change-related fairness are examined as antecedents of threat appraisal and multiple forms of employee withdrawal as outcomes (intentions to quit, voluntary turnover, and absenteeism). Structural equation results show negative relationships between threat appraisals and positive change orientation (change selfefficacy, positive attitudes toward change, and perceived control of changes) and changerelated fairness (distributive, procedural, and interactive). Threat appraisals are positively related to absenteeism and intentions to quit, which predict voluntary turnover. Threat appraisals have differential intervening effects on relationships between the antecedents and outcomes.