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The mediating role of organizational job embeddedness in the LMX–outcomes relationships · Study

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The mediating role of organizational job embeddedness in the LMX–outcomes relationships

Kenneth J. Harris, Anthony R. Wheeler, K. Michele Kacmar

2011-03-17articleThe Leadership Quarterly255 citationsclosed

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Job Satisfaction and Organizational Behavior Employee Performance and Management Human Resource and Talent Management

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References

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Cited by

2013Leader–member exchange, organizational identification, and job satisfaction: A social identity perspective

2013High‐performance work practices, work social support and their effects on job embeddedness and turnover intentions

2013Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective

2014Psychological contract breach and employee innovation: A conservation of resources perspective

2018Frontline employees’ high-performance work practices, trust in supervisor, job-embeddedness and turnover intentions in hospitality industry

2017Antecedents of organizational and community embeddedness: The roles of support, psychological safety, and need to belong

2020The leadership trilogy: A review of the third decade of The Leadership Quarterly

2013Changes in Perceived Supervisor Embeddedness: Effects on Employees’ Embeddedness, Organizational Trust, and Voice Behavior

Details

Year2011

Typearticle

VenueThe Leadership Quarterly

Languageen

Files0 public / 0

Identifiers

doi10.1016/j.leaqua.2011.02.003

openalex_workW2015100453

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