An examination of the curvilinear relationship between leader–member exchange and intent to turnover

By Kenneth J. Harris, K. Kacmar, L. Witt. 2005

255 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/c6228023806aa9cd48ba5556ef4707b630f3acd0

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In Organizational Behavior and Human Resource Management

In Sociology and Political Science

Citations in the corpus

The emotional implications of organizational politics: A process model (2009, unknown): “Extant research provides evidence of the appropriateness of using supervisor evaluations of an employee’s turnover intentions (e.g. Harris et al., 2005; Shore et al., 1995).”
A Multilevel Investigation of Leadership and Turnover Behavior (2015, background): “As followers develop into high performers and accumulate more ability to make job or career changes (Trevor, 2001), they become more attractive to other employers and thus may voluntarily leave (Harris et al., 2005; Sturman, Shao, & Katz, 2012).”
Determinants of employee turnover intention: Understanding the roles of organizational justice, supervisory justice, authoritarian organizational culture and organization-employee relationship quality (2017, background): “, 2012), commitment (Elanain, 2014; Islam et al., 2013; Kang et al., 2011), and identification (Liu et al.”
Relationships Between Leadership and Followers’ Quitting Intentions and Job Search Behaviors (2010, background): “Whereas previous research has revealed a small relationship between LMX and intentions to quit (Gerstner & Day, 1997), more current research suggests that the relationship may be meaningful (K. J. Harris et al., 2005; Tse & Lam, 2008).”
Do Social Stressors Impact Everyone Equally? An Examination of the Moderating Impact of Core Self-evaluations (2009, background): “Our study investigated turnover intentions, an important consideration given that these intentions and the associated workplace attitudes can potentially ‘‘infect’’ coworkers, and because managers can take proactive steps to prevent turnover if they can identify predictors of turnover intentions (Gr”
Leader‐member exchange and attitudinal outcomes: role of procedural justice climate (2007, background): “, 1997), and negatively relates to turnover intentions (Ansari et al., 2000; Harris et al., 2005; Vecchio and Gobdel, 1984; Wayne et al., 1997).”
The role of leader-member exchange in high turnover work environments (2005, background): “These findings are also consistent with those of Harris et al. (2004) who explain their findings in terms of push-pull dynamics wherein poor LMX employees are “pushed” out of the organization and good LMX employees are “pulled” out by attractive competitors.”
To leave or not to leave: When receiving interpersonal citizenship behavior influences an employee’s turnover intention (2013, background): “Our focus on turnover intention extends the study of Harris et al. (2005), which acknowledged the importance of studying the relational antecedents of turnover intention by investigating the impact of leader−member exchange on employee turnover intention.”
The Relationship Between Ethical Leadership and Unethical Pro-Organizational Behavior: Linear or Curvilinear Effects? (2012, background): “Although small in magnitude, the percentage of variance explained by the quadratic term are in line with organizational research studies investigating non-linear effects (Harris et al. 2005).”
Is innovative behavior really good for the firm?: Innovative work behavior, conflict with coworkers and turnover intention: moderating roles of perceived distributive fairness (2011, background): “, 2004), they may be more detectable to other organizations (Harris et al., 2005).”
Leader-Member Exchange and Job Satisfaction Bond and Predicted Employee Turnover (2008, background): “Harris, Kacmar, and Witt (2004) proposed that LMX may actually be curvilinearly related to turnover intentions and turnover.”