New employee intention to leave and consequent work performance: Does leadership style matter?

• Jun Tao

  Chongqing University

• Wanxing Jiang

  Hong Kong Baptist University

• Chang Liu

  Changchun School of Administration

• Xin Yang

  Hang Seng Management College

• Weiguo Zhang

  Chongqing University

• Haomin Zhang

  Macau University of Science and Technology

We examined how leadership style affects the relationship between new employee intention to leave (NEIL) and the consequent work performance of that employee. We focused on NEIL with employees who had begun work at a large hospitality firm in China, and tested the consequences of leadership style on their work performance. We compared the moderating effects of abusive and ethical leadership styles on the relationship between NEIL and the employees’ consequent work performance. We collected survey data from responses from a sample of 355 leader–employee dyads, with 61 leaders supervising the groups of employees. Results showed that NEIL had a negative effect on the employees’ consequent work performance. In addition, an abusive leadership style increased this negative effect, whereas an ethical leadership style helped to neutralize the effect.

1. Jun Tao, Chongqing University
   School of Economics and Business Administration
2. Wanxing Jiang, Hong Kong Baptist University
   Department of Management
3. Chang Liu, Changchun School of Administration
   Department of Economics
4. Xin Yang, Hang Seng Management College
   Department of Marketing
5. Weiguo Zhang, Chongqing University
   School of Economics and Business Administration
   
6. Haomin Zhang, Macau University of Science and Technology
   School of Business

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