New employee intention to leave and consequent work performance: Does leadership style matter?

Jun Tao1, Wanxing Jiang2, Chang Liu3, Xin Yang4, Weiguo Zhang1, Haomin Zhang5
1School of Economics and Business Administration, Chongqing University, People’s Republic of China
2Department of Management, Hong Kong Baptist University, Hong Kong
3Department of Economics, Changchun School of Administration, People’s Republic of China
4Department of Marketing, Hang Seng Management College, Hong Kong
5School of Business, Macau University of Science and Technology, Macao
Cite this article:  Tao, J., Jiang, W., Liu, C., Yang, X., Zhang, W., & Zhang, H. (2017). New employee intention to leave and consequent work performance: Does leadership style matter? Social Behavior and Personality: An international journal, 45(10), 1707-1722.

Volume 45 Issue 10 | e6405 | Published: November 2017 | DOI: https://doi.org/10.2224/sbp.6405

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We examined how leadership style affects the relationship between new employee intention to leave (NEIL) and the consequent work performance of that employee. We focused on NEIL with employees who had begun work at a large hospitality firm in China, and tested the consequences of leadership style on their work performance. We compared the moderating effects of abusive and ethical leadership styles on the relationship between NEIL and the employees’ consequent work performance. We collected survey data from responses from a sample of 355 leader–employee dyads, with 61 leaders supervising the groups of employees. Results showed that NEIL had a negative effect on the employees’ consequent work performance. In addition, an abusive leadership style increased this negative effect, whereas an ethical leadership style helped to neutralize the effect.

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