Effect of empowering leadership on the turnover intention of industrial workers

Chenhui Ouyang1, Yongyue Zhu1, Minyu Guo1
1School of Management, Jiangsu University, People’s Republic of China
Cite this article:  Ouyang, C., Zhu, Y., & Guo, M. (2020). Effect of empowering leadership on the turnover intention of industrial workers. Social Behavior and Personality: An international journal, 48(8), e9124.

Volume 48 Issue 8 | e9124 | Published: August 2020 | DOI: https://doi.org/10.2224/sbp.9124

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We used empowerment theory and job design theory to build a mediated moderation model to examine the relationship between empowering leadership and the turnover intention of industrial workers. Participants were 272 industrial workers in Chinese manufacturing enterprises. Results show that empowering leadership significantly reduced participants’ turnover intention and that job crafting exerted a partial mediating effect on the negative correlation between empowering leadership and turnover intention. Participants’ proactive personality positively moderated the effect of empowering leadership on their turnover intention, and part of the moderating effect was transmitted via job crafting. Our results have theoretical implications for related research and practical implications for human resource management practices in the manufacturing industry.

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