Turning the tide on turnover: The impact of empowering leadership on the work-family spillover of managers

Abstract

The aim of this study is to examine the direct and indirect relationships between empowering leadership (EL), work-family spillover and manager turnover intentions, and to explore the moderating impact of perceived organizational support (POS) on these relationships. The study collected data from 220 participants—middle-level managers and their immediate subordinates working in hotels and tourism-related enterprises in central China. The results highlighted a significant relationship between EL and work-family positive spillover (WFPS) and manager turnover intentions, whereas the mediating effect of work-family negative spillover (WFNS) was found to be insignificant. The results further indicated that POS exerted a significant moderating impact on the association between EL and manager turnover intentions, and a significant mediating impact on WFPS. The study also determined that neither the mediating impact of WFNS nor the relationship between EL and WFNS was affected by POS. The study provides a unique perspective on empowering leadership based on the Conservation of Resources theory, and contributes to the understanding of its effects on manager turnover intentions.

Exploring the role of mindfulness on obligatory exercise among young athletes: mediating roles of obsessive passion and cognitive state anxiety

“…Moreover, obsessive passion is more like an uncontrollable impulse, compelling athletes to sacrifice their personal health and stubbornly persist in training tasks that may improve their sports performance abilities, even in the face of a clear risk of injury ( 39 – 42 ). Furthermore, when individuals frequently fall into anxiety and remain immersed in this negative state for a long period, it can provoke anger and accompany reckless and impulsive behaviors ( 43 ), and individuals with strong emotional impulsiveness are more likely to have high levels of anxiety internalization symptoms ( 44 , 45 ).…”