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Leave or stay with a lonely leader? An investigation into whether, why, and when leader workplace loneliness increases team turnover intentions

Author

Listed:
  • Xiao Chen

    (Guangdong University of Foreign Studies)

  • Jian Peng

    (Guangzhou University)

  • Xue Lei

    (George Mason University)

  • Yanchun Zou

    (Guangzhou University)

Abstract

China’s high-power-distance culture renders leader workplace loneliness prevalent; however, the effect of leader loneliness is not well understood. Based on data from 133 teams, this study drew on social capital theory and found that leader workplace loneliness was positively related to team turnover intentions via the effects of team cognitive trust, rather than affective trust in leaders. Team workplace loneliness strengthened the negative relationship between leader workplace loneliness and team cognitive trust in leaders as well as the indirect relationship between leader workplace loneliness and team turnover intentions via team cognitive trust in leaders.

Suggested Citation

  • Xiao Chen & Jian Peng & Xue Lei & Yanchun Zou, 2021. "Leave or stay with a lonely leader? An investigation into whether, why, and when leader workplace loneliness increases team turnover intentions," Asian Business & Management, Palgrave Macmillan, vol. 20(2), pages 280-303, April.
    • Handle: RePEc:pal:abaman:v:20:y:2021:i:2:d:10.1057_s41291-019-00082-2
    DOI: 10.1057/s41291-019-00082-2
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    References listed on IDEAS

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    Cited by:

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    3. Jin Lu & Mohammad Falahat & Yuen Onn Choong & Phaik Kin Cheah, 2024. "From servant leadership to organizational citizenship behavior: A theoretically grounded moderated mediation framework for Chinese private enterprises," Palgrave Communications, Palgrave Macmillan, vol. 11(1), pages 1-13, December.

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