This paper examines how employee perceptions of their supervisors' leadership behaviours and organisational support affect their turnover intention decisions. We develop a model that focuses on employee job embeddedness as a mediating mechanism through which employee perceptions about supervisory leadership behaviours and organisational support affect their intentions to leave their organisations. The model also suggests that the influence of leadership styles and perceived organisational support on employee turnover intentions will be relatively stronger among employees who are embedded into their jobs. Overall, we explore which is more critical to employee turnover intention decision; supervisors' leadership behaviours or the support employees obtain from their organisations?

Item Type:	Refereed Conference Paper
Keywords:	transactional leadership, transformational leadership, perceived organisational support, turnover intentions, job embeddedness, leadership, organisational support, employee turnover
Research Division:	Commerce, Management, Tourism and Services
Research Group:	Human resources and industrial relations
Research Field:	Human resources management
Objective Division:	Expanding Knowledge
Objective Group:	Expanding knowledge
Objective Field:	Expanding knowledge in commerce, management, tourism and services
UTAS Author:	Amankwaa, A (Dr Albert Amankwaa)
ID Code:	149355
Year Published:	2016
Deposited By:	Management
Deposited On:	2022-03-27
Last Modified:	2022-07-13
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