Leave or stay with a lonely leader? An investigation into whether, why, and when leader workplace loneliness increases team turnover intentions

Xiao Chen (), Jian Peng (), Xue Lei () and Yanchun Zou ()
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Xiao Chen: Guangdong University of Foreign Studies
Jian Peng: Guangzhou University
Xue Lei: George Mason University
Yanchun Zou: Guangzhou University

Asian Business & Management, 2021, vol. 20, issue 2, No 5, 280-303

Abstract: Abstract China’s high-power-distance culture renders leader workplace loneliness prevalent; however, the effect of leader loneliness is not well understood. Based on data from 133 teams, this study drew on social capital theory and found that leader workplace loneliness was positively related to team turnover intentions via the effects of team cognitive trust, rather than affective trust in leaders. Team workplace loneliness strengthened the negative relationship between leader workplace loneliness and team cognitive trust in leaders as well as the indirect relationship between leader workplace loneliness and team turnover intentions via team cognitive trust in leaders.

Keywords: Leader workplace loneliness in China; Team turnover intentions; Team trust in leaders; Team workplace loneliness; Social capital theory (search for similar items in EconPapers)
Date: 2021
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Citations: View citations in EconPapers (3)

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DOI: 10.1057/s41291-019-00082-2

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