%0 Journal Article
%T Quitting the Boss? The Role of Manager Influence Tactics and Employee Emotional Engagement in Voluntary Turnover
%A Christopher S. Reina
%A Kris Byron
%A Kristie M. Rogers
%A Peter W. Hom
%A Suzanne J. Peterson
%J Journal of Leadership & Organizational Studies
%@ 1939-7089
%D 2018
%R 10.1177/1548051817709007
%X Employees commonly cite their managers¡¯ behavior as the primary reason for quitting their jobs. We sought to extend turnover research by investigating whether two commonly used influence tactics by managers affect their employees¡¯ voluntary turnover and whether employees¡¯ emotional engagement and job satisfaction mediate this relationship. We tested our hypotheses using survey data collected at two time points from a sample of financial services directors and objective lagged turnover data. Using multilevel path modeling, we found that managers¡¯ use of pressure and inspirational appeals had opposite effects on employee voluntary turnover and that employees¡¯ emotional engagement was a significant and unique mediating mechanism even when job satisfaction, the traditional attitudinal predictor of turnover, was also included in the path model. Our findings contribute to turnover research by demonstrating a relationship between specific managerial behaviors and employee turnover and shed light on a key mediating mechanism that explains these effects
%K emotional engagement
%K influence tactics
%K job satisfaction
%K turnover
%U https://journals.sagepub.com/doi/full/10.1177/1548051817709007