The role of leader‐member exchange in high turnover work environments

Journal of Managerial Psychology - 2005
Paula C.Morrow1, YoshinoriSuzuki1, Michael R.Crum1, RobertRuben1, GregoryPautsch2
1College of Business, Iowa State University, Ames, Iowa, USA
2College of Business and Public Administration, Drake University, Des Moines, Iowa, USA

Tóm tắt

PurposeTo assess the role of leader‐member exchange (LMX) in affecting voluntary turnover in a high turnover work context.Design/methodology/approachFollowing consideration of traditional predictors of employee turnover, how LMX is related to voluntary turnover is examined among 207 over‐the‐road truck drivers using a telephone survey.FindingsLeader member exchange is found to be nonlinearly related to turnover such that turnover is lowest when LMX is moderate (i.e. both “bad” and “good” LMX are associated with higher levels of turnover).Research limitations/implicationsFindings indicate that LMX and other antecedents should be examined for nonlinear relationships to turnover. This research may help to bridge the gap between turnover research and that associated with supervision and leadership.Practical implicationsThese study results suggest that unrealistic expectations should not be formed regarding the power of any single factor (e.g. LMX) to reduce turnover.Originality/valueThis paper suggests that nonlinear relationships between antecedents of turnover and turnover receive fuller consideration.

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Journal of Managerial Psychology

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