The effect of servant leadership on turnover intentions: mediating effects of perceived organizational support, job satisfaction and job embeddedness

Abstract

Purpose

The purpose of this study is to provide a theoretical foundation for the effects of servant leadership and to examine the mediating effects of perceived organizational support, job satisfaction and job embeddedness on employees turnover intentions.

Design/methodology/approach

Data is gathered from the responses of 115 full-time employees from a number of organizations in a metropolitan area in the southeastern United States to a questionnaire survey.

Findings

Servant leadership is a significant predictor of POS, job embeddedness and job satisfaction. Support is found for the mediating effect of POS and job embeddedness on the servant leadership-turnover intentions relationship.

Practical implications

Organizations can put steps into place to decrease turnover intentions through increasing links between individuals within the workplace and community, increasing potential sacrifices and adopting a servant leadership style of management.

Originality/value

This paper has an original approach as it examines the mechanisms through which servant leadership affects turnover intentions.

Citation

(2021), "The effect of servant leadership on turnover intentions: mediating effects of perceived organizational support, job satisfaction and job embeddedness", Human Resource Management International Digest, Vol. 29 No. 1, pp. 33-35. https://doi.org/10.1108/HRMID-09-2020-0207