The effect of leader–member exchange on turnover among retail buyers

DeConinck, James B.

doi:10.1016/j.jbusres.2008.09.011

Cited by 29 publications

(21 citation statements)

References 41 publications

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“…Interestingly, while other forms of leadership are linked to turnover intentions (DeConinck, 2009;Gerstner & Day, 1997;Jaramillo et al, 2009;Morrow et al, 2005;Schyns & Schilling, 2013), no study examines the relationship between ethical leadership and employees' turnover intentions. Theoretically, employees who possess high ethical values should want to remain working for a company whose leaders possess these same values.…”

Section: H7 P-o Fit Is Related Negatively To Turnover Intentionsmentioning

confidence: 99%

Outcomes of ethical leadership among salespeople

DeConinck

2015

Journal of Business Research

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Section: H7 P-o Fit Is Related Negatively To Turnover Intentionsmentioning

confidence: 99%

Outcomes of ethical leadership among salespeople

DeConinck

2015

Journal of Business Research

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“…A similar increase in retention can further result in substantial productivity increases, to as much as 65% (Wong & Heng, 2009). Seventy-seven percent of employees in the United States have reported dissatisfaction with their jobs (Mardanov, Heischmidt, & Henson, 2008), and as DeConinck (2009) reported, job dissatisfaction eventually leads to voluntary turnover. The estimated salary premium required to replace one dissatisfied faculty member totals $57,000 (Finch et al, 2010).…”

Section: Introductionmentioning

confidence: 99%

Academic Administrator Leadership Styles and the Impact on Faculty Job Satisfaction

Bateh

Heyliger²

2014

Journal of Leadership Education

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This article examines the impact of three leadership styles as a predictor of job satisfaction in a state university system. The Multifactor Leadership Questionnaire was used to identify the leadership style of an administrator as perceived by faculty members. Spector's Job Satisfaction Survey was used to assess a faculty member's level of job satisfaction. The population consisted of 567 full-time faculty members, and 104 participants completed the survey. The results of logistic regression analysis revealed that (a) faculty members who identified transformational leadership as dominant had increased job satisfaction, (b) faculty members who identified transactional leadership as dominant had increased job satisfaction, and (c) faculty members who identified passive/avoidant leadership as dominant had decreased job satisfaction. Demographics did not appear to predict satisfaction. Using this model, academic leaders can take further action by refining their leadership styles on the basis of their faculty members' indicated preferences. The study results may contribute to social change at the departmental level by making academic administrators aware of effective leadership models that promote higher job satisfaction among faculty in universities.

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“…In most studies, only some forms of the exchange are included (e.g., POS and LMX; Cropanzano et al, 2002;DeConinck, 2009;Masterson et al, 2000;Rupp and Cropanzano, 2002;Valentine et al, 2006; or, TO and in the manager, Aryee et al, 2002). Because of these numerous differences in social exchange conceptualization, a number of reviewers of this literature have expressed concerns about its lack of integration (Aselage and Eisenberger, 2003;Cropanzano et al, 2001;Cunningham and MacGregor, 2000;Dirks and Ferrin, 2002;Taylor and Tekleab, 2004).…”

Section: Introductionmentioning

confidence: 99%