Examining the influence of transformational leadership, organizational commitment, job embeddedness, and job search behaviors on turnover intentions in intercollegiate athletics

• Published in: Leadership & organization development journal Vol. 35; no. 8; pp. 740 - 755
• Main Authors: Welty Peachey, Jon, J. Burton, Laura, E. Wells, Janelle
• Format: Journal Article
• Language: English
• Published: Bradford Emerald Group Publishing Limited 28.10.2014
• Subjects: Behavior; Colleges & universities; Costs; Educational leadership; Employee turnover; Employees; Employment; HR & organizational behaviour; Influence; Job design; Job hunting; Job satisfaction; Leadership; Mediation; Organizational change; Organizational change/development; Organizational structure/dynamics; Sports management; Structural equation modeling; Studies; Upward mobility; Variables; Transformational leadership; Organizational commitment; Job search behaviors; Voluntary turnover; Job embeddedness
• ISSN: 0143-7739; 1472-5347
• DOI: 10.1108/LODJ-10-2012-0128

Purpose – The purpose of this paper is to explore the influence of transformational leadership, organizational commitment, job embeddedness, and job search behaviors on voluntary turnover intentions among senior administrators in intercollegiate athletics departments in the USA. Design/methodology/approach – In total, 196 senior athletic administrators completed an online questionnaire assessing transformational leadership of the athletic director, organizational commitment, job embeddedness, job search behaviors, and voluntary turnover intentions. A model of turnover intentions was tested using structural equation modeling. Findings – Results indicated that organizational commitment did not mediate the relationship between transformational leadership and job search behaviors, nor did job search behaviors mediate the relationship between organizational commitment and turnover intentions. However, job embeddedness moderated the relationship between organizational commitment and job search behaviors. Research limitations/implications – While the study results cannot be generalized outside of the intercollegiate context, the findings further the understanding of variables influencing the relationship between transformational leadership and turnover, which can guide future research. Practical implications – To limit job search and retain employees, managers would benefit from targeting retention efforts on employees with less organizational commitment and lower levels of job embededdness. Managers should strive to foster job embeddedness among employees. Originality/value – This study examines potential mediating and moderating variables of the relationship between transformational leadership and voluntary turnover intentions, an area of inquiry that has not been fully explored in the literature.