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Leadership, commitment, culture and employee turnover - a deeper examination

Author

Listed:
  • A.T. Resmi
  • V. Joy Gemini
  • Paul Silvian
  • Kuriyan Kannan

Abstract

The following study aims to study how leadership motivates organisational commitment and thus decreases employee turnover; and how organisational culture might moderate this relation in the manufacturing industry. The paper begins by introducing different theoretical perspectives on the nature and definition of organisational commitment and its vital role in employee turnover. It then seeks to establish a relation between Burn's traditional leadership styles and commitment types as proposed by Allen % Mayer through a review of available literature. This relation is developed into a model to further study the individual impact of each leadership style on commitment types and thereby on employee turnover. To understand these dynamics more clearly, organisational culture is introduced as a moderating variable. The conclusions of this paper shall show positive or negative relations between each of the variables in the model.

Suggested Citation

  • A.T. Resmi & V. Joy Gemini & Paul Silvian & Kuriyan Kannan, 2014. "Leadership, commitment, culture and employee turnover - a deeper examination," International Journal of Enterprise Network Management, Inderscience Enterprises Ltd, vol. 6(1), pages 1-13.
    • Handle: RePEc:ids:ijenma:v:6:y:2014:i:1:p:1-13
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    References listed on IDEAS

    as
    1. Cardona, Pablo & S. Lawrence, Barbara & M. Bentler, Peter, 2003. "Influence of social and work exchange relationships on organizational citizenship behavior, The," IESE Research Papers D/497, IESE Business School.
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