The role of leader‐member exchange in high turnover work environments
Abstract
Purpose
To assess the role of leader‐member exchange (LMX) in affecting voluntary turnover in a high turnover work context.
Design/methodology/approach
Following consideration of traditional predictors of employee turnover, how LMX is related to voluntary turnover is examined among 207 over‐the‐road truck drivers using a telephone survey.
Findings
Leader member exchange is found to be nonlinearly related to turnover such that turnover is lowest when LMX is moderate (i.e. both “bad” and “good” LMX are associated with higher levels of turnover).
Research limitations/implications
Findings indicate that LMX and other antecedents should be examined for nonlinear relationships to turnover. This research may help to bridge the gap between turnover research and that associated with supervision and leadership.
Practical implications
These study results suggest that unrealistic expectations should not be formed regarding the power of any single factor (e.g. LMX) to reduce turnover.
Originality/value
This paper suggests that nonlinear relationships between antecedents of turnover and turnover receive fuller consideration.
Keywords
Citation
Morrow, P.C., Suzuki, Y., Crum, M.R., Ruben, R. and Pautsch, G. (2005), "The role of leader‐member exchange in high turnover work environments", Journal of Managerial Psychology, Vol. 20 No. 8, pp. 681-694. https://doi.org/10.1108/02683940510631444
Publisher
:Emerald Group Publishing Limited
Copyright © 2005, Emerald Group Publishing Limited