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Relationship Between Leadership, Org...

Anderson, Lorraine E.

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Relationship Between Leadership, Organizational Commitment, and Intent to Stay Among Junior Executives.

Record Type:	Electronic resources : Monograph/item
Title/Author:	Relationship Between Leadership, Organizational Commitment, and Intent to Stay Among Junior Executives./
Author:	Anderson, Lorraine E.
Description:	140 p.
Notes:	Source: Dissertation Abstracts International, Volume: 76-11(E), Section: A.
Contained By:	Dissertation Abstracts International76-11A(E).
Subject:	Business administration. -
Online resource:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3708010
ISBN:	9781321829204

Relationship Between Leadership, Organizational Commitment, and Intent to Stay Among Junior Executives.
Anderson, Lorraine E.

Relationship Between Leadership, Organizational Commitment, and Intent to Stay Among Junior Executives. - 140 p.

Source: Dissertation Abstracts International, Volume: 76-11(E), Section: A.

Thesis (D.B.A.)--Walden University, 2015.

Executive-level attrition rates from retiring baby boomers may result in a shortage of qualified junior executives to replace the retirees. The purpose of this correlational study was to examine the efficacy of leadership style and organizational commitment in predicting intent to stay among junior executives. The Multifaceted Leadership Questionnaire, Three-Component Model (TCM) Employee Commitment Survey, and Intent to Stay Scale were administered to 147 junior executives employed in the southern region of the United States. Motivation theory served as the theoretical foundation in this study. The results of the bivariate regression were significant, F(1, 105) = 27.82, p < .001, R2 = .21, suggesting that leadership style significantly predicted intent to stay. The results of the multiple linear regression were significant, F(2, 104) = 19.42, p < .001, R 2 = .27, suggesting that the model as a whole was able to significantly predict intent to stay. Affective commitment, B = 0.64, p < .001, was the only significant contributor to the model. The implications for positive social change include the potential to provide senior management with a better understanding of factors that relate to junior executive retention. The potential exists to provide senior executives with the necessary tools to increase retention. The social change implications include the potential for senior management to create a more desirable workplace, higher job satisfaction, and overall organization environment, making it more desirable to stay with the organization.

ISBN: 9781321829204Subjects--Topical Terms:

3168311
Business administration.

Relationship Between Leadership, Organizational Commitment, and Intent to Stay Among Junior Executives.
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100 1 $a Anderson, Lorraine E. $3 3188564
245 1 0 $a Relationship Between Leadership, Organizational Commitment, and Intent to Stay Among Junior Executives.
300 $a 140 p.
500 $a Source: Dissertation Abstracts International, Volume: 76-11(E), Section: A.
500 $a Adviser: Michael Ewald.
502 $a Thesis (D.B.A.)--Walden University, 2015.
520 $a Executive-level attrition rates from retiring baby boomers may result in a shortage of qualified junior executives to replace the retirees. The purpose of this correlational study was to examine the efficacy of leadership style and organizational commitment in predicting intent to stay among junior executives. The Multifaceted Leadership Questionnaire, Three-Component Model (TCM) Employee Commitment Survey, and Intent to Stay Scale were administered to 147 junior executives employed in the southern region of the United States. Motivation theory served as the theoretical foundation in this study. The results of the bivariate regression were significant, F(1, 105) = 27.82, p < .001, R2 = .21, suggesting that leadership style significantly predicted intent to stay. The results of the multiple linear regression were significant, F(2, 104) = 19.42, p < .001, R 2 = .27, suggesting that the model as a whole was able to significantly predict intent to stay. Affective commitment, B = 0.64, p < .001, was the only significant contributor to the model. The implications for positive social change include the potential to provide senior management with a better understanding of factors that relate to junior executive retention. The potential exists to provide senior executives with the necessary tools to increase retention. The social change implications include the potential for senior management to create a more desirable workplace, higher job satisfaction, and overall organization environment, making it more desirable to stay with the organization.
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773 0 $t Dissertation Abstracts International $g 76-11A(E).
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856 4 0 $u http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3708010