When leaders are forced to stay
The indirect effects of leaders' reluctant staying on subordinates' performance
Bibliographic Data
| ID | 12167145 |
|---|---|
| Authors | Xueqing Fan (0000-0002-7926-8936, Antai College of Economics and Management Shanghai Jiao Tong University Shanghai China), Danni Wang (0000-0001-5436-6495, Rutgers Business School‐Newark and New Brunswick, Rutgers The State University of New Jersey New Brunswick New Jersey USA), Fuxi Wang (0000-0002-6866-6939, College of Economics and Management China Agricultural University Beijing China, corresponding author), Maria L Kraimer (0000-0003-2354-3326, School of Management and Labor Relations, Rutgers The State University of New Jersey New Brunswick New Jersey USA) |
| Year | 2023 |
| Volume | 45 |
| Issue | 3 |
| Pages | 459-476 |
| Publication date | 2023-08-18 |
| Open Access | Yes |
| Type | ARTICLE |
| Venue | Journal of Organizational Behavior (JOURNAL) |
| Journal identifiers | ISSN: 0894-3796 • E-ISSN: 1099-1379 |
| Publisher | Wiley (PUBLISHER • GB) |
| DOI | 10.1002/job.2743 |
| OpenAlex | W4386022488 |
| Language | EN |
| Citations received | 4 |
| References cited | 109 |
Leaders who desire to leave the current organization are sometimes forced to stay. The leadership behaviors of these leaders are underexplored in the current literature. Building on proximal withdrawal states theory, this study examines two pathways through which leaders' reluctant staying mindset (i.e., desire but are unable to quit) relates to their subordinates' task performance and organizational citizenship behaviors (OCB). One pathway proposes increased laissez‐faire leadership behaviors due to leaders' lower intrinsic motivation; the second pathway proposes increased delegation behaviors due to leaders' higher extrinsic motivation. Using three‐wave data collected from 100 leaders and 313 subordinates, we found that leaders' reluctant staying was indirectly and negatively associated with subordinates' task performance and OCB through leaders' lower perceptions of task significance and higher laissez‐faire leadership behaviors. At the same time, leaders' reluctant staying increased their bottom‐line mentality and delegation behaviors, but the indirect effects on subordinates' performance outcomes were not significant. We discuss the implications of our findings for theory, practices, and future research regarding how to manage leaders who stay reluctantly in the organization
Delegation · Feeling · Management · Mindset · Organizational citizenship behavior · Organizational commitment · Perception · Political science · Public relations · Task (project management · Transactional leadership · Attachment and Relationship Dynamics · Job Satisfaction and Organizational Behavior · Psychology · Social Psychology · Work-Family Balance Challenges
Field methods in cross-cultural research
Commitment in the Workplace
Whatever It Takes
A Role–resource Approach–avoidance Model of Job Crafting
Leadership in Teams
Relational Job Design and the Motivation to Make a Prosocial Difference
Bottom-line mentality as an antecedent of social undermining and the moderating roles of core self-evaluations and conscientiousness.
Employee Commitment and Motivation
The role of different levels of leadership in predicting self- and collective efficacy
Bayesian Estimation and Inference
One hundred years of employee turnover theory and research.
Job Engagement
Trait and Behavioral Theories of Leadership
The Theory of Purposeful Work Behavior
Delegation And Employee Work Outcomes
On the meaning of work
The Story of Why We Stay
Centering Decisions in Hierarchical Linear Models
A Critical Review and Best‐Practice Recommendations for Control Variable Usage
Methodological Urban Legends
Job Satisfaction, Organizational Commitment, Turnover Intention, and Turnover
A Meta-Analysis of Antecedents and Correlates of Employee Turnover
Perceived Organizational Support
Bayesian mediation analysis.
On the Assessment of Situational Intrinsic and Extrinsic Motivation
When supervisors feel supported
Does intrinsic motivation fuel the prosocial fire? Motivational synergy in predicting persistence, performance, and productivity.
Quitting before leaving
A Review and Synthesis of the Measurement Invariance Literature
Centering predictor variables in cross-sectional multilevel models
Development of the Job Diagnostic Survey.
The theory of planned behavior
Common method biases in behavioral research
Motivation through the design of work
Sources of Method Bias in Social Science Research and Recommendations on How to Control It
Consequences of Individuals' Fit at Work
Affective, Continuance, and Normative Commitment to the Organization
The destructiveness of laissez-faire leadership behavior
Causal Analysis with Panel Data
To Parcel or Not to Parcel
The Destructiveness of Laissez-Faire Leadership Behavior
Is it Laissez-Faire Leadership or Delegation? A Deeper Examination of an Over-Simplified Leadership Phenomenon
More depleted, speak up more? A daily examination of the benefit and cost of depletion for voice behavior and voice endorsement
Determinants of delegation and consultation by managers
The relationship between ethical leadership and core job characteristics
Too little and too much authority sharing
The general causality orientations scale
An investigation into the role of intentions as mediators of the attitude-behavior relationship
A very brief measure of the Big-Five personality domains
Approach-avoidance motivation in personality
Transformational, transactional, and laissez-faire leadership styles
| Citations per year | 2 |
|---|---|
| Citation span | 2024 - 2026 (3) |
| Highly cited | No |