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.

SummaryThe individual-level personality-based theory of self-management failure posits that personality predisposes individuals to self-defeating behavior that, in turn, leads to self-management failure (Renn, Allen, Fedor, & Davis, 2005). To provide a partial test of the theory, a model is hypothesized that operationalized personality with neuroticism and conscientiousness of the Big Five personality dimensions; self-defeating behavior with inability to delay gratification, procrastination, and emotional self-absorption; and self-management with personal goal setting, monitoring, and operating. The model was tested using data collected from 286 working employees and structural equations analysis. Results supported nine of 11 theoryderived hypotheses. As hypothesized, high neuroticism was associated with improper personal goal setting, monitoring, and operating; and emotional self-absorption and procrastination accounted for the relationship between high neuroticism and ineffective self-management. In addition, low conscientiousness was associated with inferior self-management practices, and inability to delay gratification and procrastination partially explained the relationship between low conscientiousness and poor self-management. The findings provide new insight into how high neuroticism and low conscientiousness may contribute to self-management failure. Theoretical and practical implications of the study are discussed.

Although studies indicate that perceived social exclusion is positively related to self-defeating behavior (SDB) and turnover intentions, studies have not integrated this research to examine the potential links among perceived social exclusion at work, SDB, and actual turnover. Using multisource data obtained from 246 employees and their immediate supervisors, we obtained support for a theoretical model in which perceived social exclusion relates directly and positively to turnover intentions and turnover, and indirectly and positively to turnover via two SDBs and turnover intentions. We discuss the theoretical implications of the findings and directions for future research.

PurposeThe goal of this study was to examine the mediating mechanism of informal learning between dimensions of learning climate and organizational citizenship behavior (OCB). In addition, the study also aimed to investigate the learning climate, in the dimensions of learning facilitation, learning appreciation and error avoidance as antecedents of informal learning.Design/methodology/approachThe data were gathered from sports items manufacturing small and medium enterprises (SMEs) in Sialkot, Pakistan. Sialkot is home to manufacturing businesses that export their products worldwide. Survey data of 318 middle managers collected at 2 different times were used for testing the research model using structural equation modeling (SEM).FindingsThe results demonstrate that facilitation and appreciation learning climate have a positive relationship with informal learning and error-avoidance has a negative relationship with informal learning. The analysis also revealed that informal learning mediated the linkage between learning climate dimensions and OCB. Moreover, informal learning is significantly related to OCB.Practical implicationsHR practitioners and organizational leaders of SMEs can use, encourage and promote informal learning to improve the skills and knowledge of employees at low cost. For instance, management should strategically implement informal learning at the workplace by providing a supportive learning climate.Originality/valuePrevious studies have overlooked the impact of informal learning on OCB and its mediating effect. The present study addresses this gap by examining the mediating mechanism of informal learning between learning climate and OCB.