Linking authentic leadership and employee turnover intention: the influences of sense of calling and job satisfaction

Abstract

PurposeThis research aims at examining how authentic leadership impacts social workers' withdrawal behaviors through two intermediate mechanisms: sense of calling and job satisfaction.Design/methodology/approachA cross-sectional survey was distributed among social workers from 26 social work organizations in the cities of Guangzhou, Shanghai, and Shenzhen in China (N = 667). SPSS was used to conduct preliminary analyses and structural equation modeling (SEM) was used to test the hypotheses developed.FindingsThis study found that authentic leadership has a negative direct effect on social workers' turnover intention. In addition, social workers' sense of calling and job satisfaction mediate the relationship between their perceptions of authentic leader behaviors and turnover intention.Practical implicationsBased on this study's findings, the authors suggest social work organizations to invest in authentic leadership development to promote employees' psychological capacities and prevent employee turnover. Social work organizations need to foster employees' sense of calling to the field which improves the workplace outcomes.Originality/valueThis study is among those few empirical studies which help to validate the role of authentic leadership within social service organizations in China and shed light on understanding the underlying mechanisms through which authentic leaders affect organizational outcomes.