Abstract
In this study, we focus on the role that CEO diversity-valuing behavior plays in shaping top executive turnover. We examine executive psychological safety as a key intervening mechanism. Further, we propose that the negative effect of CEO diversity-valuing behavior will be stronger for female executives. We test and find support for our theory and hypotheses using survey data from a sample of top executives in the largest 1,000 firms in the U.S. Our findings show that executive psychological safety mediates the effect of perceived CEO diversity-valuing behavior on executive turnover and that the negative indirect effect is stronger for female executives. Our study contributes to the upper echelons and diversity literatures by examining the impact of CEO diversity-valuing behavior on executive psychological safety and turnover.
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