Impact of authentic leadership on employee turnover intention: Perceived supervisor support as mediator and organizational identification as moderator

Abstract

Authentic leadership is considered a critical factor for retaining talented employees. However, despite fruitful findings, researchers have paid little attention to how authentic leadership is associated with employee turnover intention. Drawing on organizational support theory, justice literature, and social identity theory, we examine the effects of supervisors’ authentic leadership on employee turnover intention to better understand how authentic leaders reduce employees’ turnover intention in Asian context. In this study, we focus on the mediating role of perceived supervisor support (PSS) and the moderating role of organizational identification in the relationship between supervisors’ authentic leadership and employee turnover intention. To test our hypothesized research model, we adopted a cross-sectional design with a convenience data sampling. We also used a self-report research design in the current study. We collected data from 433 employees from several organizations in Korea. Our respondents rated their immediate supervisors’ authentic leadership and their PSS, turnover intention and organizational identification. Confirmatory factor analysis, regression analysis, and moderated mediation analysis revealed that: authentic leadership negatively predicted employee turnover intention. In addition, PSS completely mediates the relationship between authentic leadership and employee turnover intention. Furthermore, organizational identification moderates the relationship between PSS and turnover intention. Lastly, organizational identification moderates the mediating effect of PSS on the relationships between perceptions of authentic leadership and employee turnover intention. Herein, we discuss the managerial implications and future research directions arising from our study.

A Study of Social Environmental Support and Turnover Intention among Rural Primary School Teachers in China

“…This result was consistent with prior research suggesting that higher levels of family support among employees decreased the probability of turnover (Aulia & Haerani, 2023;Shrestha et al, 2019;Le, 2020). Furthermore, with regard to past empirical studies, the findings in this study also correspond to those reported by Jun et al (2023); Ilyas et al (2020), indicating that there is a significant interaction between care and the supervisor support in relation to turnover intention, and higher levels of supervisor support are associated with lower turnover intentions. There is a reciprocal relationship between the support from the work domains and family.…”

The Impact of Human Resource Management Practices on Turnover Intention: A Literature Review

“…This prompts researchers to explore factors influencing employees' TI, involving aspects related to employees, jobs, and organizations. Employee factors include demographic characteristics and personal factors such as age, gender, tenure, work values, and family reasons; job factors involve job characteristics and workload; organizational factors encompass organization size, culture, and HRM Practices (Jun et al, 2023;Xu et al, 2023;Chami-Malaeb, 2022). These factors directly or indirectly influence employees' TI, thereby affecting organizational stability and performance.…”

“…Various studies in the past have identified different reasons influencing turnover (Hancock et al, 2013). Through a review of over 300 studies, work stress, management style, managerial support, and individual factors such as age, tenure, number of children, education level, and career development have been identified as crucial factors affecting turnover (Jun et al, 2023;Park and Min, 2020). These factors can be categorized into three aspects: employee, job, and organizational (Chami-Malaeb, 2022).…”

“…Organizational factors encompass aspects like organizational size Oh and Oh (2017); Coetzer et al ( 2017), organizational culture İlhan (2020); Kim et al (2017), HRM Practices Gadi and Kee (2020a); ;Otoo, (2019); Raju (2020, 2020); Winarno et al (2022), and others. Additionally, factors such as work-life balance Bai et al (2022); Zhang et al (2020), perceived organizational support (Jun et al, 2023;Paul and Hung, n.d.;Wang and Wang (2020), workplace bullying Gadi and Kee (2020); Paul, n.d (2020), and others directly or indirectly influence TI.…”

Examining the Influence of Authentic Leadership on Follower Hope and Organizational Citizenship Behavior: The Mediating Role of Follower Identification

“…This approach has piqued the curiosity of organizational scholars and practitioners alike [2], resulting in two focal avenues in contemporary research. The first highlights the range of effects authentic leadership has on followers, spanning diverse outcomes, such as job satisfaction, organizational citizenship behavior (OCB), job performance, and work engagement [3][4][5][6][7]. The second stream is devoted to understanding the fundamental processes by which authentic leadership impacts these outcomes at both individual and organizational levels [8].…”