The effect of authentic leadership on workplace incivility, organizational cynicism and turnover intention of continuing contract employees in Electric Energy Distribution Company of Mashhad
Subject Areas : Educationalabbas ghomanjani 1 , Alireza Khorakian 2 , Mohammad Mahdi Farahi 3
1 - Master of Governmental Management of Ferdowsi University of Mashhad, Mashhad, Iran.
2 - Professor of Management Group of Ferdowsi University of Mashhad, Mashhad, Iran.
3 - Assistant Professor of Management Group of Ferdowsi University of Mashhad, Mashhad, Iran.
Keywords: Authentic leadership, Workplace incivility, Organizational cynicism, Turnover intention, Employee,
Abstract :
The status of contracted employees in Iranian governmental organizations is one of the factors for development of deviant behavior. These behaviors and negative attitudes have created problems for employees and organizations. The main objective of the study was to examine the effects of the authentic leadership on the turnover intention, organizational cynicism and workplace incivility. The survey method is regression and statistical community includes 651 employees of the power distribution company that 242 members of them are selected by simple random sampling. The data collection tools included the Authentic leadership questionnaire (Walumbwa & et al., 2008), Workplace incivility questionnaire (Cortina & et al., 2001), Organizational cynicism questionnaire (Dean & et al., 1998) and Turnover intention questionnaire (Cammann, 1979). Structural equation modeling was used to analyze the data. The results of the data analysis using AMOS and SPSS software showed that the authentic leadership has significant effect on turnover intention, organizational cynicism and workplace incivility (p<0/01) and also organizational cynicism and workplace incivility mediates the effect of between authentic leadership and turnover intention. Based on the findings of the research, it can be concluded that the authentic leadership as an effective variable reduces the deviant behavior and consequently reduces employees’ turnover intention.
Abdollahi, B., & Alijan Nodeh Pashangi, M. (2016). An Explanation of Orientation to Change In Schools Based On Organizational Cynicism and Leadership Style. Two School Management Quarterly, 4(1), 47-70.
Allen, D. G., & Griffeth, R. W. (2001). Test of a mediated performance–turnover relationship highlighting the moderating roles of visibility and reward contingency. Journal of Applied Psychology, 86(5), 1014.
Andersson, L. M., & Pearson, C. M. (1999). Tit for tat? The spiraling effect of incivility in the workplace. Academy of Management Review, 24(3), 452-471.
Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The leadership quarterly, 16(3), 315-338.
Byrne, B. M. (2012). Choosing structural equation modeling computer software: Snapshots of LISREL, EQS, AMOS, and Mplus.
Azanza, G., Moriano, J. A., Molero, F., &LévyMangin, J. P. (2015). The effects of authentic leadership on turnover intention. Leadership & Organization Development Journal, 36(8), 955-971.
Cammann, C., Fichman, M., Jenkins, D., & Klesh, J. (1979). The Michigan organizational assessment questionnaire. Unpublished manuscript, University of Michigan, Ann Arbor.
Çınar, O., Karcıoğlu, F., & Aslan, İ. (2014). The relationships among organizational cynicism, job insecurity and turnover intention: A survey study in Erzurum/Turkey. Procedia-Social and Behavioral Sciences, 150, 429-437.
Cortina, L. M., Magley, V. J., Williams, J. H., &Langhout, R. D. (2001). Incivility in the workplace: Incidence and impact. Journal of occupational health psychology, 6(1), 64.
Cortina, L. M., Kabat-Farr, D., Leskinen, E. A., Huerta, M., &Magley, V. J. (2013). Selective incivility as modern discrimination in organizations: Evidence and impact. Journal of Management, 39(6), 1579-1605.
Costigan, R. D., Insinga, R. C., Berman, J. J., Kranas, G., & Kureshov, V. A. (2011). Revisiting the relationship of supervisor trust and CEO trust to turnover intentions: A three-country comparative study. Journal of World Business, 46(1), 74-83.
Dean, J. W., Brandes, P., &Dharwadkar, R. (1998). Organizational cynicism. Academy of Management review, 23(2), 341-352.
Diddams, M., & Chang, G. C. (2012). Only human: Exploring the nature of weakness in authentic leadership. The Leadership Quarterly, 23(3), 593-603.
Fallatah, F., Laschinger, H. K., & Read, E. A. (2017). The effects of authentic leadership, organizational identification, and occupational coping self-efficacy on new graduate nurses' job turnover intentions in Canada. Nursing outlook, 65(2), 172-183.
Fournier, C., Tanner Jr, J. F., Chonko, L. B., & Manolis, C. (2010). The moderating role of ethical climate on salesperson propensity to leave. Journal of Personal Selling & Sales Management, 30(1), 7-22.
Ghadi, M. Y. (2017). The impact of workplace spirituality on voluntary turnover intentions through loneliness in work. Journal of Economic and Administrative Sciences, 33(1), 81-110.
Ghanbari, S., Zandi, Kh.& Seyfpanahi, H. (2016). Factorial Structure and Internal Consistency of Authentic Leadership questionnaire. Journal of Development and Transformation Management, 24, 57-67.
Haque, A., Fernando, M., &Caputi, P. (2017). The Relationship between Responsible Leadership and Organisational Commitment and the Mediating Effect of Employee Turnover Intentions: An Empirical Study with Australian Employees. Journal of Business Ethics, 1-16.
Hausknecht, J. P., Trevor, C. O., & Howard, M. J. (2009). Unit-level voluntary turnover rates and customer service quality: implications of group cohesiveness, newcomer concentration, and size. Journal of Applied Psychology, 94(4), 1068.
Huang, H. T., & Lin, C. P. (2019). Assessing ethical efficacy, workplace incivility, and turnover intention: a moderated-mediation model. Review of Managerial Science, 1-24.
Kernis, M. H. (2003). Toward a conceptualization of optimal self-esteem. Psychological inquiry, 14(1), 1-26.
Karsan, R. (2007). Calculating the cost of turnover. Employment Relations Today, 34(1), 33-36.
Laschinger, H. K. S., &Fida, R. (2014). A time-lagged analysis of the effect of authentic leadership on workplace bullying, burnout, and occupational turnover intentions. European Journal of Work and Organizational Psychology, 23(5), 739-753.
Lim, S., Cortina, L. M., &Magley, V. J. (2008). Personal and workgroup incivility: impact on work and health outcomes. Journal of Applied Psychology, 93(1), 95.
Lin, C. P., & Liu, M. L. (2017). Examining the effects of corporate social responsibility and ethical leadership on turnover intention. Personnel Review, 46(3), 526-550.
Luthans, F., & Avolio, B. J. (2003). Authentic leadership development. Positive organizational scholarship, 241, 258.
Memon, M. A., Salleh, R., &Baharom, M. N. R. (2016). The link between training satisfaction, work engagement and turnover intention. European Journal of Training and Development, 40(6), 407-429.
Mete, Y. A. (2013). Relationship between organizational cynicism and ethical leadership behaviour: A study at higher education. Procedia-Social and Behavioral Sciences, 89, 476-483.
Minor, K. I., Wells, J. B., Angel, E., & Matz, A. K. (2011). Predictors of early job turnover among juvenile correctional facility staff. Criminal Justice Review, 36(1), 58-75.
Mirmohammadi, S. M., & Rahimain, M. (2014). investigating The effect of authentic leadership on employees creativity with regard to the mediator role of psychological capital. Management Research in Iran, 18(3), 181-203.
Morrell, K. M., Loan-Clarke, J., & Wilkinson, A. J. (2004). Organisational change and employee turnover. Personnel Review, 33(2), 161-173.
Munir, Y., Ghafoor, M. M., &Rasli, A. M. (2016). Exploring the relationship of horizontal violence, organizational cynicism and turnover intention in the context of social exchange theory. International Journal of Human Rights in Healthcare, 9(4), 254-266.
Myatt, M. (2008). How to reduce employee turnover. Retrieved August, 11, 2008.
Pearson, C. M., Andersson, L. M., & Wegner, J. W. (2001). When workers flout convention: A study of workplace incivility. Human Relations, 54(11), 1387-1419.
Rezee Badafshani, F.,Nori, A., & Arizi, H. R. (2011). Workplace Incivility and Turnover Intention: The Mediating Role of Organizational Justice. Knowledge and research in applied psychology, 12(4), 41-50.
Seyyed Naghavi, M.& Kahe, M. (2012). The Role of Authentic Leadership in Promote Employee's Enthusiasm and Creativity. Journal of Management Studies (Improvement and Transformation), 23(76), 1-27.
Sharma, N., & Singh, V. K. (2016). Effect of workplace incivility on job satisfaction and turnover intentions in India. South Asian Journal of Global Business Research, 5(2), 234-249.
Shojae, S., Sadeghi, M., & Dankob, M. (2016). investigating the Relationship between Authentic Leadership and Turnover Intention Considering the Mediating Role of Organizational Bullying. Organizational Behavior Studies Quarterly, 5(1), 65-91.
Van Breukelen, W., Van der Vlist, R., & Steensma, H. (2004). Voluntary employee turnover: Combining variables from the ‘traditional’turnover literature with the theory of planned behavior. Journal of Organizational Behavior: The International Journal of Industrial, Occupational and Organizational Psychology and Behavior, 25(7), 893-914.
Walumbwa, F. O., Avolio, B. J., Gardner, W. L., Wernsing, T. S., & Peterson, S. J. (2008). Authentic leadership: Development and validation of a theory-based measure. Journal of Management, 34(1), 89-126.
Walumbwa, F. O., Wang, P., Wang, H., Schaubroeck, J., & Avolio, B. J. (2010). Psychological processes linking authentic leadership to follower behaviors. The leadership quarterly, 21(5), 901-914.
Wong, Y. W., & Wong, Y. T. (2017). The effects of perceived organisational support and affective commitment on turnover intention: A test of two competing models. Journal of Chinese Human Resource Management, 8(1), 2-21.
Yazdanshenas, M. (2016). Role of Positive Organizational Behavior in the Relationship between Transformational Leadership and Employees` Cynicism. Positive Psychology Research, 2(1), 1-18.