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Leader-member exchange and turnover before and after succession events

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  • Ballinger, Gary A.
  • Lehman, David W.
  • Schoorman, F. David

Abstract

We conducted two studies that investigated the role of leadership succession as a moderator of the relationship between LMX and turnover in organizations. In a sample of 330 employees in 45 veterinary hospitals, high-LMX employees were less likely to leave the organization prior to a succession event but in nine hospitals that experienced a succession event, high-LMX employees were more likely to leave than low-LMX employees following the event. In the second study, we used a between subjects repeated measures simulation of leadership succession in a survey of 496 employed adults across different organizations. We found LMX is predictive of affective and cognitive reactions to succession events, and that these reactions mediate the relationship between LMX and turnover intentions after a simulated succession event. We discuss the implications of finding that succession events can be disruptive to organizations and groups because high-LMX employees may subsequently leave.

Suggested Citation

  • Ballinger, Gary A. & Lehman, David W. & Schoorman, F. David, 2010. "Leader-member exchange and turnover before and after succession events," Organizational Behavior and Human Decision Processes, Elsevier, vol. 113(1), pages 25-36, September.
    • Handle: RePEc:eee:jobhdp:v:113:y:2010:i:1:p:25-36
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    References listed on IDEAS

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    Cited by:

    1. Sana Mumtaz & Chris Rowley, 2020. "The relationship between leader–member exchange and employee outcomes: review of past themes and future potential," Management Review Quarterly, Springer, vol. 70(1), pages 165-189, February.
    2. Lei Wang & Meng-Yu Cheng & Song Wang, 2018. "Carrot or Stick? The Role of In-Group/Out-Group on the Multilevel Relationship Between Authoritarian and Differential Leadership and Employee Turnover Intention," Journal of Business Ethics, Springer, vol. 152(4), pages 1069-1084, November.
    3. Hom, Peter W. & Xiao, Zhixing, 2011. "Embedding social networks: How guanxi ties reinforce Chinese employees’ retention," Organizational Behavior and Human Decision Processes, Elsevier, vol. 116(2), pages 188-202.
    4. Lord, Robert G. & Gatti, Paola & Chui, Susanna L.M., 2016. "Social-cognitive, relational, and identity-based approaches to leadership," Organizational Behavior and Human Decision Processes, Elsevier, vol. 136(C), pages 119-134.
    5. Huisi (Jessica) Li & John P. Hausknecht & Lisa Dragoni, 2020. "Initial and Longer-Term Change in Unit-Level Turnover Following Leader Succession: Contingent Effects of Outgoing and Incoming Leader Characteristics," Organization Science, INFORMS, vol. 31(2), pages 458-476, March.
    6. Avery, Derek R. & McKay, Patrick F. & Volpone, Sabrina D. & Malka, Ari, 2015. "Are companies beholden to bias? The impact of leader race on consumer purchasing behavior," Organizational Behavior and Human Decision Processes, Elsevier, vol. 127(C), pages 85-102.

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