Work-Family Climate, Organizational Commitment, and Turnover: The Multilevel Contagion Effect of Leaders.

O’Neill, John W.; Harrison, Michelle M.; Cleveland, Jeanette N.; Almeida, David M.; Stawski, Robert S.; Snead, Amy; Crouter, Ann C.

doi:10.5465/ambpp.2007.26536347

Cited by 4 publications

(6 citation statements)

References 36 publications

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“…As such, it is possible that perceptions of support from transformational leaders shape followers' perceptions of the supportiveness of the organization, both generally and specifically to work-family. Managerial support for work-family balance is highlighted as a feature of a climate or culture positive toward work-family needs of employees (O'Neill et al, 2009;Thompson et al, 1999) and is negatively related to WFC (Behson, 2005):…”

Section: Tl and Personal Resourcesmentioning

confidence: 99%

“…This may be more important for WFC than WFE as Voydanoff (2004) suggested that work demands were primary predictors of WFC, whereas work resources were primary predictors of WFE. Given the importance of role modeling in TL theory, it may be interesting to consider the influence of the leader's own work-family management (Carlson et al, 2011;O'Neill et al, 2009).…”

Section: Future Research Directionsmentioning

confidence: 99%

“…Managerial support for work-family is highlighted as a feature of a climate or culture positive towards work-family needs of employees (O'Neill, Harrison, Cleveland, Almeida, Stawski, Snead, and Crouter, 2009;Thompson, Beauvais, and Lyness, 1999) and is negatively related to WFC (Behson, 2005).…”

Section: Hypothesis 2b: Positive Affect Mediates the Relationship Betmentioning

confidence: 99%

“…Given the importance of role modelling in TL theory, it may be interesting to consider the influence of leader's own work-family management (Carlson et al, 2011;O'Neill et al, 2009).…”

Section: Future Research Directionsmentioning

confidence: 99%

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Mediators of transformational leadership and the work-family relationship

Hammond

Cleveland

O’Neill

et al. 2015

Journal of Managerial Psychology

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Structured AbstractPurpose: The purpose of the study is to examine the ways in which leaders influence follower's work-life management. Specifically, we propose that personal (positive affect), social (managerial support for work-family balance), and job (autonomy) resources mediate the relationships between transformational leadership and work-family conflict and enrichment.Design/methodology/approach: The sample included 411 managers in 37 hotel properties across the United States. Findings:The relationship between TL and WFC was mediated by autonomy, positive affect and managerial support for work-family balance, whereas the relationship between TL and WFE was mediated by managerial support for work-family balance and positive affect. Research limitations/implications:This study constructs a foundation for future integration of leadership and work and family literatures. It also provides preliminary support for workfamily enrichment theory (Greenhaus and Powell, 2006) as well as the value of examining leadership through resource-based perspective. Practical implications:Interventions designed to enhance leadership may be effective not only in the workplace, but also for reducing work-family conflict and promoting enrichment. Originality/value:This study is the first to directly examine the effect of transformational leadership and both work-family conflict and enrichment. Further, it specifies mediating variables that underlie these relationships.

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Section: Tl and Personal Resourcesmentioning

confidence: 99%

Section: Future Research Directionsmentioning

confidence: 99%

Section: Hypothesis 2b: Positive Affect Mediates the Relationship Betmentioning

confidence: 99%

“…Given the importance of role modelling in TL theory, it may be interesting to consider the influence of leader's own work-family management (Carlson et al, 2011;O'Neill et al, 2009).…”

Section: Future Research Directionsmentioning

confidence: 99%

See 2 more Smart Citations

Mediators of transformational leadership and the work-family relationship

Hammond

Cleveland

O’Neill

et al. 2015

Journal of Managerial Psychology

Self Cite

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“…The intent to turnover scale was taken from O'Neill et al (). This scale consisted of three items addressing employees' intentions to search for another position, to leave the organization, and to find alternative employment (α = .88).…”

Section: Methodsmentioning

confidence: 99%

Burnout and innovative work behaviours for survivors of downsizing: An investigation of boundary conditions

et al. 2019

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The purpose of this study is to explore conditions in which innovative behaviour can have either desirable or undesirable effects. The current study surveyed employees who remained in an organization following downsizing. Voice costs and perceived influence were measured as boundary conditions. Based on our understanding of Conservation of Resources theory, these variables may be particularly important to consider how individuals view innovative work behaviours in stressful situations such as experiencing downsizing. The results of this study revealed that engagement in innovative work behaviours (IWB) was associated with reduced burnout in employees when they perceived few costs of speaking up in the post downsized environment, but at very high perceptions of voice cost (above 1.74 standard deviations above the mean), this relationship was positive. Similarly, and contrary to what was expected, engagement in IWB was negatively related to burnout when employees perceived they had little influence within the organization. We discuss possible interpretations of this unexpected result. This study adds to the small body of work that examines outcomes, rather than predictors, of innovative behaviour and also identifies conditions in which engaging in innovative behaviours has a negative impact on the individual.

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Organizational climate and turnover in Islamic banking in the UAE

Suliman

Obaidli²

2011

International Journal of Islamic and Middle Eastern Finance and Management

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If you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractPurpose -The purpose of this paper is to examine the nature, strength and significance of the links between organizational climate and employee turnover. Design/methodology/approach -Using a self-administered questionnaire, 70 employees from an Islamic bank were surveyed in order to examine the five main hypotheses of the study. Findings -The study results revealed that employees' perceptions of corporate climate plays a significant role in the rate of staff turnover. Organizational justice, as a component of corporate climate, found to be the most important factor in explaining the variance in employee turnover. Practical implications -The theoretical and managerial implications of the findings are discussed in the paper, together with some recommendations for managing corporate climate and turnover in today's diverse work teams and environments. Originality/value -The paper examines the links between organizational climate and employee turnover for the first time, to the authors' knowledge, in the UAE and the Arabic context.

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Work-Family Climate, Organizational Commitment, and Turnover: The Multilevel Contagion Effect of Leaders.

Cited by 4 publications

References 36 publications

Mediators of transformational leadership and the work-family relationship

Mediators of transformational leadership and the work-family relationship

Burnout and innovative work behaviours for survivors of downsizing: An investigation of boundary conditions

Organizational climate and turnover in Islamic banking in the UAE

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