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This paper aims to investigate the relationship between leadership behaviors (transformational and transactional), satisfaction with the leader, and voluntary turnover intentions. In particular, it aims to investigate the mediation effect of satisfaction with the leader on the relationship between leadership behaviors and voluntary turnover organizational intentions.

Participants were 208 National Collegiate Athletic Association (NCAA) Division I softball and volleyball assistant coaches in the USA. Using the multifactor leadership questionnaire (MLQ – Form 5X) and an organizational turnover intent questionnaire, participants evaluated their head coach's leadership behavior, satisfaction with the leader, and their own organizational turnover intent.

Results revealed a direct negative relationship between leadership behaviors (transformational and transactional) and voluntary organizational turnover intentions. Also, satisfaction with the leader mediated the negative relationship between leadership behaviors (transformational and transactional) and voluntary turnover intentions.

The study was limited by the use of professional associations to contact participants, the timing of the data collection, and the exploration of only one of numerous possible mediating variables. Several management implications are discussed, such as managers recognizing that both leadership behaviors can be the basis for effective leadership of work teams and for mitigating voluntary turnover intentions.

The paper's principal theoretical contribution is the addition of satisfaction with the leader as a mediating variable between transformational and transactional leadership behavior and voluntary organizational turnover intentions.

The purpose of this paper is to examine how employee engagement and affective commitment mediate the relationship between transformational leadership and voluntary turnover intention. The study also investigates the moderating role of psychological climate in the relationship between affective organisational commitment and voluntary turnover intention.

This study employed a cross-sectional design as its framework. In addition, hierarchical linear modelling with bootstrapping analysis was conducted using data from a sample of 336 employees in a large public sector organisation in Ghana.

The results showed that transformational leadership positively influenced engagement, which was then negatively related to employee turnover intention. Furthermore, employee engagement was found to mediate the link between transformational leadership and affective organisational commitment, whereas both employee engagement and affective organisational commitment were found to mediate the link between transformational leadership and voluntary turnover intention. Finally, psychological climate was found to moderate the link between affective commitment and voluntary turnover intention.

Despite the practical significance of this study in lessening the turnover decision of employees, the study has some limitations. Most significantly, the sample size of this cross-sectional study was small and limited to employees from only one large public sector organisation in Ghana. Findings of this study could be generalised by using large samples from other sectors and geographical areas. Furthermore, future studies should consider positive outcomes such as OCB and innovative work behaviour to help extend our conceptual framework.

Overall, findings of this study provide tentative support to the proposition that employee engagement and affective commitment help to minimise the decision of employees to leave the organisation regardless of how they perceive the leadership style of their immediate supervisors. Most importantly, psychological climate which is referred to as individual employee perceptions of their work environment had a strong contingent effect on the negative relationship between affective commitment and turnover intention such that employees’ positive perception of the work environment weakens the link between commitment and turnover, whereas a negative perception of the working environment strengthens the relationship between commitment and turnover. As a result, employees’ positive perception of their work environment decreased their turnover intention decisions.

This study aims to examine the role of ta’awun in reducing voluntary turnover intention. The authors defined ta’awun as the willingness to help colleagues without being asked and expecting rewards as promised by Islam. Also, the antecedent variables of organizational identification and job embeddedness are used to predict ta’awun.

This study used 216 respondents from Islamic Universities in Indonesia. Structural equation model was used to analyze data and test the empirical model.

Job embeddedness and organizational identification can improve ta’awun behavior. Ta’awun behavior has also been proven to be able to reduce voluntary turnover intention as well as successfully mediating the relationship between job embeddedness and organizational identification with voluntary turnover intention.

Ta’awun enriches organizational citizenship behavior (OCB) studies which are intervened with Islamic values. The questionnaire given to respondents are very susceptible for self-response bias so that this type of bias influences the conclusion. Thus, consistency of results can be retested in several different objects.

Organizations need to consider the factor of religiosity when recruiting employees. HRM practices need to be encouraged to create organizational identification through pride in the organization to reduce voluntary turnover intention through ta’awun behavior.

The Ta’awun concept is a refinement of the previously existing concept, which is OCB. Orientation in the world and the hereafter that underlies this ta’awun behavior is more effective in reducing the intention of voluntary displacement.

The purpose of this paper is to advance the research on the relationship between developmental human resource management (HRM) practices and voluntary intention to leave among information technology (IT) professionals from the Indian IT sector by investigating the mediating role of affective commitment.

This study adopted a cross-sectional design at the individual-level of analysis. Data on the study constructs (i.e. developmental HRM practices, affective commitment, and voluntary intention to leave) were collected from 752 IT professionals from 17 Indian IT organizations from the city of Bengaluru through a web-based survey between February 2016 and March 2017. Further, this study used the confirmatory factor analysis technique to establish reliability and construct validity for the study constructs. Furthermore, this study tested the research hypotheses empirically through mediated multiple-regression analysis using the bootstrap procedure.

Empirical results of the present study suggest that espousal of robust developmental HRM interventions enhances affective commitment and significantly attenuates the voluntary intention to leave among employees. Further, the results of this study have indicated that the relationship between developmental HRM practices and voluntary intention to leave was partially mediated by affective commitment.

Past empirical studies on HRM – turnover discourse, in the IT sector, have predominantly examined the direct influence of HRM systems and/or internal labor market strategies on turnover intentions and actual turnover behavior. Rarely have the past studies in the IT domain attempted to examine the intervening role of employee attitudes in the relationship between HRM practices and employee-level outcomes. Addressing this gap, the present study enunciates the critical role of affective commitment and situates it as an important variable that mediates the relationship between developmental HRM practices and voluntary intention to leave among IT professionals in India.

The purpose of this paper is to assess the effect of co-worker support on horizontal knowledge withholding and voluntary turnover intention among IT specialists. The study also explores the mediating role of affective organizational commitment.

The data are drawn from 118 IT specialists from a Polish software company. The model is tested through partial least squares path modeling.

The results revealed that the negative effect of co-worker support on voluntary turnover intention is fully mediated by organizational affective commitment. Contrary to expectations, co-worker support is not significantly negatively related to horizontal knowledge withholding.

The cross-sectional data, self-reports and small sample size are limitations of this study. The respondents were a relatively homogenous group of employees, so the generalizability of results to other employees and industries is limited.

To increase affective organizational commitment and reduce voluntary turnover intention among IT specialists, managers should create the conditions to enhance co-worker support.

This research clarifies the role of affective organizational commitment, which has proven to be a bridge linking co-worker support and voluntary turnover intention. Moreover, this research investigates the previously unexplored effect of co-worker support on horizontal knowledge withholding.

The purpose of this paper is to examine a hypothesized model investigating the influence of workplace spirituality on turnover intentions through the academics loneliness in universities in Jordan.

A translated pre-determined survey on a sample of Jordanian academics from universities was used. A total of 381 usable returns were collected for the analysis (i.e. response rate of 84.6 percent). Structural equation model (SEM) and tow-step modeling approach using AMOS were implemented to obtain the best fit model and to determine the role of loneliness in work as a mediator between workplace spirituality and voluntary turnover intentions.

As predicted, the hypothesized model best fits the data. The results of simple mediation analysis and SEM also contribute to the clarification of the causal relations between workplace spirituality and turnover intentions in one hand and workplace spirituality and loneliness in work on the other hand. Moreover, the results revealed that the influence of workplace spirituality on voluntary turnover intention was partially mediated by loneliness in work. The results support a partial mediation relationship as the total effect of workplace spirituality on voluntary turnover intentions attenuated slightly but remained significant upon the introduction of loneliness in work.

The results of this study might only be generalized to universities and similar contexts. Moreover, although the sample of the study was yielded from sample in Jordanian universities, the common methods bias might be a problem in generalizing the results.

The findings could provide decisions makers with valuable insight to focus on building training programs in order to understand the benefits of enriching spiritual environment and be more supportive of spirituality movement. Furthermore, organizations can design some of activities that make work environment more meaningful.

This study is unique as it is the first that examined theoretically and empirically the influence of workplace spirituality on turnover intentions through loneliness in work on a sample of Jordanian academics.

The purpose of this paper is to explore the influence of transformational leadership, organizational commitment, job embeddedness, and job search behaviors on voluntary turnover intentions among senior administrators in intercollegiate athletics departments in the USA.

In total, 196 senior athletic administrators completed an online questionnaire assessing transformational leadership of the athletic director, organizational commitment, job embeddedness, job search behaviors, and voluntary turnover intentions. A model of turnover intentions was tested using structural equation modeling.

Results indicated that organizational commitment did not mediate the relationship between transformational leadership and job search behaviors, nor did job search behaviors mediate the relationship between organizational commitment and turnover intentions. However, job embeddedness moderated the relationship between organizational commitment and job search behaviors.

While the study results cannot be generalized outside of the intercollegiate context, the findings further the understanding of variables influencing the relationship between transformational leadership and turnover, which can guide future research.

To limit job search and retain employees, managers would benefit from targeting retention efforts on employees with less organizational commitment and lower levels of job embededdness. Managers should strive to foster job embeddedness among employees.

This study examines potential mediating and moderating variables of the relationship between transformational leadership and voluntary turnover intentions, an area of inquiry that has not been fully explored in the literature.

This study investigates when and for whom job crafting may turn into job quitting. The authors hypothesize that approach job crafting relates more positively to turnover intentions and subsequent voluntary job changes among employees with (a) high (vs low) need for career challenges and (b) those with high (vs low) self-esteem.

Data were collected from 575 employees of a large public organization in the Netherlands with two measurement moments three months apart. Hypotheses were tested using cross-lagged regression analyses and path modeling.

Supporting the hypotheses, approach crafting related positively to an increase in turnover intentions only among employees with high need for challenge or high self-esteem. Moreover, via turnover intentions at Time 1, approach crafting related positively to the voluntary job change at Time 2 for employees with (a) high need for challenge, as well as those with (b) high self-esteem. These findings held after controlling for avoidance crafting.

This study has been conducted in a relatively homogenous sample. Future research may test the predictions in a more heterogeneous sample, including participants from different cultural and economic contexts.

The authors advise human resource (HR) professionals to facilitate the job crafting efforts of employees with a high need for challenge and those with high self-esteem because these groups are particularly at risk of voluntarily quitting their jobs. Adopting insights from the wise proactivity model may help ensure that job crafting benefits both employees and employers.

This study brings clarity to the inconsistent relationships between job crafting and job quitting by using the wise proactivity model as an explanatory framework.

This paper aims to examine whether information technology (IT) managers’ virtual listening, as rated by their high-tech employees, affected turnover behaviour beyond a new constellation of variables, some of which have never been researched as antecedents of turnover behaviour, particularly during a pandemic or crisis. Namely, the main aim, among others, is to answer the research question: does IT employees’ perception of the quality of their supervisors’ virtual listening in the pandemic and crisis era, when employees and managers work remotely, will negatively affect turnover behaviour? If yes, in which constellation of antecedents the virtual listening effecting on turnover behaviour?

Logistic regression analysis was conducted to test the hypotheses via SPSS 26 and PROCESS (Model 6). The variance inflation factor was calculated to test multicollinearity. Interaction was tested using the Hayes and Preacher PROCESS macro model. The researchers also used the J-N technique test (Johnson–Neyman via process). The supplemental analysis used also PROCESS MACRO (IBM Corp., Armonk, NY, USA, 2023) Model 4 and Bootstrap test.

The findings show that perceptions of supervisors’ virtual listening quality as rated by their employees moderated the relationship between organisational deviance as a type of organisational misbehaviour (OMB) and turnover behaviour and had the strongest effect on turnover behaviour beyond other key predictors (organisational deviance as a type of misbehaviour, turnover intention, job satisfaction, embeddedness and alternatives in the labour market). Alternatives to current work moderated the association between the perception of managers’ virtual listening behaviour as rated by their employees and turnover behaviour. Specifically, when alternatives in the labour market were high or medium, the perceived quality of managers’ virtual listening reduced turnover behaviour. Finally, the perception of the IT employees supervisors’ virtual listening moderated the relationship between organisational deviance and turnover intention among high-tech employees.

Evaluating supervisor listening in the high-tech firm may have value in terms of its relationship to outcomes such as retaining employees, turnover intention and especially turnover behaviour. The effect on turnover behaviour and of that new constellation of antecedents on turnover behaviour when people work remotely was not researched yet and important for the post COVID-19 era. Additionally, in contrast to most studies of turnover, this study also focus on the positive aspects of turnover and especially turnover behaviour to organisations in general and especially to high-tech firm and not just the negative aspect as was researched until now. Another contribution is the finding that when employees perceived their managers’ virtual listening quality as high, the effect of deviance as a type of OMB on turnover behaviour was positive. Namely, the listening as a moderator and turnover assisted in making the organisation cleaner from inappropriate behaviour. Additionally, when alternatives in the labour market are high or medium, perceived quality of virtual listening of managers as rated by their employees can reduce turnover behaviour. This virtual listening–turnover relationship and the moderator of alternatives to current work had not previously been found in the turnover literature and this is also significant a contribution to the turnover and withdrawal literature.

Turnover in high-tech companies has long been a concern for managers and executives. Recent meta-analyses from the general turnover literature consistently show that job satisfaction is a major attitudinal antecedent to turnover intention and turnover behavior. Additionally, the available research on information technology (IT) employees focuses primarily on turnover intentions and not on a risky decision-making perspective and actual turnover (turnover behavior). The paper aim is to focus on that.

This study uses hierarchical ordinary least squares, process (Preacher and Hayes, 2004) and logistic regression.

The main predictor of actual turnover is risky decision-making, whereas job satisfaction is the main predictor of turnover intention.

The joint effects of risk and job satisfaction on turnover intention and behavior have not been studied in the IT domain. Hence, this study extends our understanding of turnover in general and particularly among IT employees by studying the combined effect of risk and job satisfaction on turnover intentions and turnover behavior. The study’s theoretical and practical implications are likewise discussed.