The role of leader‐member exchange in high turnover work environments

Paula C. Morrow (College of Business, Iowa State University, Ames, Iowa, USA)
Yoshinori Suzuki (College of Business, Iowa State University, Ames, Iowa, USA)
Michael R. Crum (College of Business, Iowa State University, Ames, Iowa, USA)
Robert Ruben (College of Business, Iowa State University, Ames, Iowa, USA)
Gregory Pautsch (College of Business and Public Administration, Drake University, Des Moines, Iowa, USA)

Journal of Managerial Psychology

ISSN: 0268-3946

Publication date: 1 December 2005

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., Suzuki, Y., Crum, M., 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

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Publisher

:

Emerald Group Publishing Limited

Copyright © 2005, Emerald Group Publishing Limited

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