000			01493pab a2200157 454500
008			180718b2016 xxu||||| |||| 00| 0 eng d
100			_aCaillier, James Gerard
245			_aDo transformational leaders affect turnover intentions and extra-role behaviors through mission valence?
260			_c2016
300			_ap.226-242.
362			_aMar
520			_aAlthough 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.
650			_aLeadership
773			_aAmerican Review of Public Administration
909			_a110874
999			_c110869 _d110869