TY - JOUR
T1 - How do leader departures affect subordinates' organizational attachment? A 360-degree relational perspective
AU - Shapiro, Debra L.
AU - Hom, Peter
AU - Shen, Wei
AU - Agarwal, Rajshree
N1 - Publisher Copyright:
© 2016 Academy of Management Review.
PY - 2016/7
Y1 - 2016/7
N2 - Management scholars have noted that leader departures often foreshadow higher turnover intentions (or lower organizational attachment) of subordinates left behind, especially when relationships between the departing leader and subordinates (leadermember exchanges) have been high quality. In this article we posit that the quality of subordinates' relationships with all members of their relational system, not only their leader, must be considered to better understand how leader departures affect subordinates' organizational attachment. Our proposed relationships are illustrated in a theoretical model that includes phenomena at the individual level (i.e., a subordinate's identification with the departing leader and with his or her organization), group level (i.e., turnover contagion), and organizational level (i.e., organization-wide developmental climate). As such, we propose that elucidating how leader departures affect organizational attachment requires multilevel theorizing and constructs. We also discuss theoretical and practical implications of such a 360-degree relational perspective on leader-departure effects.
AB - Management scholars have noted that leader departures often foreshadow higher turnover intentions (or lower organizational attachment) of subordinates left behind, especially when relationships between the departing leader and subordinates (leadermember exchanges) have been high quality. In this article we posit that the quality of subordinates' relationships with all members of their relational system, not only their leader, must be considered to better understand how leader departures affect subordinates' organizational attachment. Our proposed relationships are illustrated in a theoretical model that includes phenomena at the individual level (i.e., a subordinate's identification with the departing leader and with his or her organization), group level (i.e., turnover contagion), and organizational level (i.e., organization-wide developmental climate). As such, we propose that elucidating how leader departures affect organizational attachment requires multilevel theorizing and constructs. We also discuss theoretical and practical implications of such a 360-degree relational perspective on leader-departure effects.
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U2 - 10.5465/amr.2014.0233
DO - 10.5465/amr.2014.0233
M3 - Review article
AN - SCOPUS:84976314160
SN - 0363-7425
VL - 41
SP - 479
EP - 502
JO - Academy of Management Review
JF - Academy of Management Review
IS - 3
ER -