How empathetic leadership communication mitigates employees' turnover intention during COVID-19-related organizational change

Abstract

PurposeThe novel coronavirus (COVID-19) outbreak thrust a spotlight on organizational leaders and the challenges that employees face during periods of organizational change. The purpose of the current study is to examine the influence of empathetic supervisor communication on employee turnover intention and the mediating role of affective trust toward supervisors and employee–organization relationship (EOR) quality. Informed by the social exchange theory and EOR literature, the authors develop a model in which affective trust toward supervisors and EOR quality mediates the relationship between empathetic supervisor communication and employee turnover intention.Design/methodology/approachThis study recruited 417 employees based in the USA through an online panel operated by a professional survey company. Data collection that followed a quota sampling procedure lasted for about three weeks in October 2020. The authors used structural equation modeling to test the study hypotheses.FindingsThe findings of this study indicated that the extent to which supervisors adopted empathetic communication during organizational change had considerable repercussions on their supervisees' affective trust toward supervisors, relationship perception toward their organizations, and ultimately, their turnover intention.Originality/valueThis study is among the first that identifies empathetic communication as a pivotal force in driving employees' positive relational and behavioral reactions, reinforcing the growing expectation of supervisors in fulfilling communication functions during organizational change. Moreover, the authors contribute to understanding change management as an activity rooted in and enacted through communication between supervisors and subordinates. In addition, this study contributes to the organizational research of empathy during change.

Health-oriented leadership communication matters: a trickle-down model to enhance employees' health and well-being during turbulent times

“…It is noteworthy that recent research on leadership communication has underscored the importance of empathetic leadership communication in fostering employee resilience and reducing turnover intentions during challenging circumstances (Wibowo and Paramita, 2022;Yue et al, 2023). Empathetic leadership communication entails leaders taking communicative actions to understand the emotional state of their followers and establish emotional connections by employing empathetic language (Kock et al, 2018;Mayfield and Mayfield, 2018).…”

“…Empathetic leadership communication entails leaders taking communicative actions to understand the emotional state of their followers and establish emotional connections by employing empathetic language (Kock et al, 2018;Mayfield and Mayfield, 2018). This involves leaders genuinely expressing concerns for the well-being of their followers (Mayfield and Mayfield, 2018;Yue et al, 2023). However, there remains a research gap in understanding how leaders at different hierarchical levels can effectively communicate such concerns and, ideally, enhance the well-being of their followers.…”

The dark side of leadership communication: the impact of supervisor verbal aggressiveness on workplace culture, employee–organization relationships and counterproductive work behaviors

“…Linking supervisor verbal aggressiveness, EORs and employee CWB Previous research has suggested that supervisory communication is an important factor in shaping employees' perceptions of their relationship with their organization (Men et al, 2022). For example, Yue et al (2022b) found that empathetic communication by supervisors during times of organizational change had a positive impact on employees' interpersonal trust toward their supervisors, which in turn influenced their organizational trust, commitment, satisfaction and control mutuality.…”

What drives perceived internal reputation? Empirical evidence from Chile

“…We propose that employee thriving and employee empowerment as direct outcomes of servant leadership, which in turn leads to a positive perception of organizational reputation. It is important to note that this study examines supervisors “practice of servant leadership as they are a powerful force in shaping followers” psychological reactions and overall evaluation of their organization (Yang and Mossholder, 2010; Yue et al , 2022). While middle or lower-level supervisors do not dictate the strategic direction of an organization, they can have a significant impact on their followers by observing their behaviors and responding to their needs and desires (Jokisaari and Vuori, 2018; Yue et al , 2021).…”

“…Considering the crucial role of managers in projecting a desired organizational image to employees (Scott and Lane, 2000;Yue et al, 2022) and the preceding logic justifying how each dimension of internal reputation can be connected to servant leadership, we proposed the following hypothesis.…”