Leadership Ineffectiveness: The Interactive Effects of Leader Personality, Job Demands, and Job Resources on Ethical Climate and Employee Turnover Intentions
Year: 2018
Type: dissertation
Study design: Observational Study
Abstract: Goals of the present research were to demonstrate that: (a) leadership personality is related to employee perceptions of the organization’s ethical climate; (b) leader job stress moderates this relationship for certain personality attributes; and (c) such leader-associated ethical climate, in turn, is related to employee turnover intentions and ultimate turnover (see Figure 1). Specifically, I investigated how individual differences in certain leadership “dark side” traits interact with leader job stress to influence the perceived ethical climate of their employees, to ultimately impact employee turnover intentions and turnover. Another goal of this research was to make unique predictions for the leadership dark side categories. Both new scales and a previously validated instrument were used. Specifically, the present research utilized the Hogan Development Scale (HDS), a well-known, validated, and highly utilized instrument to measure leaders’ dark side traits. Three new scales were identified in an archival dataset to assess (a) leader stress; (b) employee ethical climate perceptions; and (c) employee turnover intentions. Data were initially collected from a large organization headquartered in the United States, and represent responses from 498 managers mapped to team data comprising a total of 5,275 direct report responses. The present research employed both correlation and moderated mediation statistical techniques to investigate direct, indirect, and interactive relationships among variables.
Author: Michelle D. Corman
Language: English
Domain: Social Sciences
Open Access status: green
OpenAlex ID: W2803790113