Entrepreneurial Leadership and Turnover Intention in Startups: Mediating Roles of Employees’ Job Embeddedness, Job Satisfaction and Affective Commitment

Ye, Juan; Pu, Bo; Guan, Zhenzhong

doi:10.3390/su11041101

Cited by 47 publications

(55 citation statements)

References 50 publications

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“…Further, research has shown that team connectivity enables employees to see the diverse influences from other members as opportunities for learning and growth at work, which would promote learning and creativity ultimately [37]. Since these learning opportunities and cognitive diversities are also pivotal to broadening perspectives, realizing the gaps between current and ideal situations, and providing directions for goal setting, we believe that team connectivity could also enhance the indirect effect of job autonomy and self-employment.…”

Section: The Integrative Modelmentioning

confidence: 95%

How Job Autonomy Promotes Employee’s Sustainable Development? A Moderated Mediation Model

Zhou

Gong

2019

Sustainability

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In the rapidly changing business world, improving employee’s self-development level is of great importance for organizations to pursue sustainable development. The purpose of this study is to examine how and when job autonomy promotes employee’s self-development. Drawing from self-determination theory, we examined the effect of job autonomy on employee’s self-development, and the mediation role of intrinsic motivation in this relationship. Moreover, we argued that team connectivity strengthened the relationship between job autonomy and intrinsic motivation, and further moderated the indirect effect of job autonomy and self-employment via intrinsic motivation. Using a two-wave panel design, we collected data from a sample of 473 employees in China. The results indicated that job autonomy predicted employee’s self-development, and employee’s intrinsic motivation fully mediated this relationship. Team connectivity positively moderated the relationship between job autonomy and intrinsic motivation, and further moderated the mediation effect of intrinsic motivation. The theoretical and practical implications of this research are discussed along with the limitations and further research directions.

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Section: The Integrative Modelmentioning

confidence: 95%

How Job Autonomy Promotes Employee’s Sustainable Development? A Moderated Mediation Model

Zhou

Gong

2019

Sustainability

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“…In the past few years, research on entrepreneurial start-ups has focussed on various aspects of leadership all across the globe such as leadership communication in the context of Chinese start-ups (Men et al, 2018), entrepreneurial behaviour in German and American start-ups (Richter et al, 2018), vertical and team leadership in Slovak start-ups (Ljudvigová & Slávik, 2017), transformational and instrumental leadership in Brazilian start-ups (Chammas & da Costa Hernandez, 2019), entrepreneurial leadership and turnover intention in Swiss start-ups (Yang et al, 2019), leadership lessons in Indian start-ups (Joshi & Achutan, 2018; Singh et al, 2018) and many more. This clearly indicates that the academic fraternity recognises the value of leadership in start-ups and is constantly researching in this domain of high importance.…”

Section: Introductionmentioning

confidence: 99%

Authentic Leadership Fostering Creativity in Start-ups: Mediating Role of Work Engagement and Employee Task Proactivity

Sengupta

Sharma

Singh³

2020

Business Perspectives and Research

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This study investigates the effect of authentic leadership (AL) on employee creativity and the mediating role of work engagement (WE) and employee task proactivity (ETP) in the context of start-ups. Data collected from 300 leaders and 300 employees of Indian start-ups were analysed using structural equation modelling. The findings suggest that AL has direct and significant effects on creativity and the same is mediated by WE and ETP. For a start-up, it is essential that employees perceive their founders or leaders to have high moral perspective, clear sense of self-awareness and exhibit transparency in their behaviours with their followers. Such behaviours motivate the followers to invest soulfully in their work and do things in a proactive manner, which then leads to creativity. For any start-up to succeed, both a strong form of positive leadership and high levels of creativity from employees are required.

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“…Currently, a substantial proportion of the variability in performance and turnover in higher academic institutions remains unexplained (Shahid, 2018). Higher academic institutions are hubs of the career development of young people (Yang et al, 2019). Young faculty is often struggling to get essential organizational support which may help them to improve their performance (Faberman et al, 2017).…”

Section: Introductionmentioning

confidence: 99%

Factors Affecting Staff Turnover of Young Academics: Job Embeddedness and Creative Work Performance in Higher Academic Institutions

et al. 2020

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Young academics have been facing a problem of high turnover rate due to missing links between the institutions’ policies and the performance. This study explores the effect of job embeddedness and community embeddedness on creative work performance and intentions to leave of young teaching staff in academic institutions in Pakistan. In this study, 300 qualified young academics from public and private universities were selected as subjects and asked to complete a questionnaire. Data were collected via mail-survey. A variance-based structural equation model is employed to measure the path model. The results show that the fit-dimension of organizational- and community-embeddedness, along with the moderating effect of organization size and the availability of nearby alternative jobs have a significant impact on improving perceived creative performance and reducing staff turnover intentions. This study suggests that organizations should focus on organizational-fit and community-fit constructs in their nurturing strategies to embed young teachers in their academic institutions. This study also suggests that monetary rewards only are relatively ineffective to improve retention. Hence, public and private sector universities should facilitate meaningful contributions from young teachers in creative work and provide opportunities for social interactions and personal development.

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Entrepreneurial Leadership and Turnover Intention in Startups: Mediating Roles of Employees’ Job Embeddedness, Job Satisfaction and Affective Commitment

Cited by 47 publications

References 50 publications

How Job Autonomy Promotes Employee’s Sustainable Development? A Moderated Mediation Model

How Job Autonomy Promotes Employee’s Sustainable Development? A Moderated Mediation Model

Authentic Leadership Fostering Creativity in Start-ups: Mediating Role of Work Engagement and Employee Task Proactivity

Factors Affecting Staff Turnover of Young Academics: Job Embeddedness and Creative Work Performance in Higher Academic Institutions

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