The effect of servant leadership on turnover intentions: mediating effects of perceived organizational support, job satisfaction and job embeddedness

Abstract

PurposeThe purpose of this study is to provide a theoretical foundation for the effects of servant leadership and to examine the mediating effects of perceived organizational support, job satisfaction and job embeddedness on employees turnover intentions.Design/methodology/approachData is gathered from the responses of 115 full-time employees from a number of organizations in a metropolitan area in the southeastern United States to a questionnaire survey.FindingsServant leadership is a significant predictor of POS, job embeddedness and job satisfaction. Support is found for the mediating effect of POS and job embeddedness on the servant leadership-turnover intentions relationship.Practical implicationsOrganizations can put steps into place to decrease turnover intentions through increasing links between individuals within the workplace and community, increasing potential sacrifices and adopting a servant leadership style of management.Originality/valueThis paper has an original approach as it examines the mechanisms through which servant leadership affects turnover intentions.