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Transformational Leadership and Employee Turnover: A Longitudinal Study on the Effects of Collective Turnover

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Title: Transformational Leadership and Employee Turnover: A Longitudinal Study on the Effects of Collective Turnover
Author: Oh, Jinuk
Department: Department of Management
Program: Management
Advisor: Chhinzer, Nita
Abstract: This study addresses four ongoing theoretical and empirical research questions related to employee turnover: 1) Does transformational leadership have a direct effect on employee turnover at both the individual and business-unit level? 2) Does collective turnover influence organizational performance? 3) Can turnover intention predict turnover behaviour? and 4) How does collective turnover contribute to individual turnover decisions? To achieve this, I collected longitudinal and multi-source data from car dealerships of a Korean car brand in South Korea. The research participants were 201 salespeople working at 93 dealerships. The findings of this research have important implications for turnover research. Transformational leadership appears to influence employee turnover intentions, which supports the idea that transformational leadership is an important pull-to-stay factor. Collective turnover appears to influence organizational performance as well as employee turnover decisions, empirically confirming contagious influence.
URI: http://hdl.handle.net/10214/17931
Date: 2020-05
Rights: Attribution-NonCommercial-NoDerivatives 4.0 International
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Attribution-NonCommercial-NoDerivatives 4.0 International Except where otherwise noted, this item's license is described as Attribution-NonCommercial-NoDerivatives 4.0 International