Do transformational leaders affect turnover intentions and extra-role behaviors through mission valence?
By: Caillier, James Gerard.
Material type:
ArticlePublisher: 2016Description: p.226-242.Subject(s): Leadership
In:
American Review of Public AdministrationSummary: Although transformational leadership and mission valence have been linked separately to desirable work-related attitudes, research has not fully considered how these two factors work together. In fact, both these value-based concepts emphasize the motivational properties of an agency's mission. In this study, a causal model was developed to explore how transformational leadership and mission valence interact to influence turnover intentions and extra-role behaviors. The model was tested using survey data from U.S. public sector employees. The results showed that transformational leadership had a direct, negative association with turnover intentions. Furthermore, the relationship between transformational leadership and turnover intentions was partially mediated by mission valence, whereas the relationship between transformational leadership and extra-role behaviors was fully mediated by mission valence. The implications of these findings for both theory and practice in public organizations are discussed. - Reproduced.
| Item type | Current location | Call number | Vol info | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
Articles
|
Indian Institute of Public Administration | Volume no: 46, Issue no: 2 | Available | AR111334 |
Although transformational leadership and mission valence have been linked separately to desirable work-related attitudes, research has not fully considered how these two factors work together. In fact, both these value-based concepts emphasize the motivational properties of an agency's mission. In this study, a causal model was developed to explore how transformational leadership and mission valence interact to influence turnover intentions and extra-role behaviors. The model was tested using survey data from U.S. public sector employees. The results showed that transformational leadership had a direct, negative association with turnover intentions. Furthermore, the relationship between transformational leadership and turnover intentions was partially mediated by mission valence, whereas the relationship between transformational leadership and extra-role behaviors was fully mediated by mission valence. The implications of these findings for both theory and practice in public organizations are discussed. - Reproduced.
There are no comments for this item.