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The effects of authentic leadership on turnover intention

Garazi Azanza (Deusto Entrepreneurship Centre, University of Deusto, Bilbao, Spain)
Juan A. Moriano (Department of Social and Organizational Psychology, Universidad Nacional de Educación a Distancia (UNED), Madrid, Spain)
Fernando Molero (Department of Social and Organizational Psychology, Universidad Nacional de Educación a Distancia (UNED), Madrid, Spain)
Jean-Pierre Lévy Mangin (Department of Administrative Sciences, Université du Québec en Outaouais, Gatineau, Canada)

Leadership & Organization Development Journal

ISSN: 0143-7739

Article publication date: 2 November 2015

7482

Abstract

Purpose

The purpose of this paper is to examine the relationship between employees’ perception of authentic leadership and their turnover intention as mediated by employees’ work-group identification (WID) and work engagement.

Design/methodology/approach

Structural equation modeling was used to analyze the data from 623 Spanish employees.

Findings

Results show that authentic leadership has a negative effect on turnover intention and positive effects on work engagement and WID. The direct relationship between authentic leadership and turnover intention was found to be partially mediated by employees’ work engagement.

Practical implications

One of the strongest implications that may be drawn from this study is that authentic leaders can influence employees’ turnover intentions by positively enhancing their engagement. Thus, the study highlights authentic leadership as a key element for retaining valuable employees through the promotion of employees’ work engagement.

Originality/value

To the authors’ knowledge, this study is the first to analyze the association between authentic leadership and turnover intention and the meditational effect of work engagement and WID.

Keywords

Citation

Azanza, G., Moriano, J.A., Molero, F. and Lévy Mangin, J.-P. (2015), "The effects of authentic leadership on turnover intention", Leadership & Organization Development Journal, Vol. 36 No. 8, pp. 955-971. https://doi.org/10.1108/LODJ-03-2014-0056

Publisher

:

Emerald Group Publishing Limited

Copyright © 2015, Emerald Group Publishing Limited

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