Positive organisations the impact of leader relations and role clarity on turnover intention

Abstract

Organisations of today demand efficiency, rationality and personal sacrifice to achieve company goals and profit margins. The integral part that leader relations play in organisations is becoming more evident in the current economic climate. It is therefore vital that organisations focus on good relations in order to achieve engagement, resulting in lower levels of turnover intention. Organisations can be viewed as positive when leaders focus on the importance of people to enhance performance and employee wellness. The general objective of this study was to determine the relationship between leader member-exchange, role clarity, psychological empowerment, engagement and turnover intention. A specific financial institution within the Gauteng province was selected and regional managers, branch managers and consultants participated in the research. A cross-sectional survey design was used to collect data. The Leader-Member Exchange questionnaire, Role Conflict and Ambiguity Questionnaire, Measuring Empowerment Questionnaire, Engagement Questionnaire and Intention to- leave Scale were administered. Statistical analysis was carried out by means of SPSS and AMOS. Factor analysis indicated a one factor structure for LMX7, MRCAQ, WEQ, TIS and a four factors structure for MEQ. The scales all showed acceptable reliabilities. The results showed that LMX, role clarity, psychological empowerment, work engagement, and turnover intention were related. Role clarity mediated the relationship between LMX and psychological empowerment, while psychological empowerment mediated the relationship between role clarity and work engagement as well as turnover intention.