Leader-member exchange and turnover before and after succession events

Gary A. Ballinger, David W. Lehman and F. David Schoorman

Organizational Behavior and Human Decision Processes, 2010, vol. 113, issue 1, 25-36

Abstract: We conducted two studies that investigated the role of leadership succession as a moderator of the relationship between LMX and turnover in organizations. In a sample of 330 employees in 45 veterinary hospitals, high-LMX employees were less likely to leave the organization prior to a succession event but in nine hospitals that experienced a succession event, high-LMX employees were more likely to leave than low-LMX employees following the event. In the second study, we used a between subjects repeated measures simulation of leadership succession in a survey of 496 employed adults across different organizations. We found LMX is predictive of affective and cognitive reactions to succession events, and that these reactions mediate the relationship between LMX and turnover intentions after a simulated succession event. We discuss the implications of finding that succession events can be disruptive to organizations and groups because high-LMX employees may subsequently leave.

Keywords: LMX; Turnover; Leadership; succession; Groups; Affect (search for similar items in EconPapers)
Date: 2010
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Citations: View citations in EconPapers (6)

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