Do inclusive leaders help to reduce turnover in diverse groups? The moderating role of leader–member exchange in the diversity to turnover relationship.

“As shown by Nishii and Mayer (2009), high levels of LMX in a work group with little differentiation are associated with lower turnover in diverse groups.”

“Therefore, they experience high empowerment with IL (Nishii & Mayer, 2009) that motivate and help them to successfully create useful ideas, promote them to gain acceptance, and implement them for practical benefits (De Spiegelaere, Gyes, & Hootegem, 2012; De Spiegelaere, Gyes, Vandekerckhove, &…”

“…between transformational leadership and total turnover rates (Richardson & Vandenberg, 2005), another between leader–member exchange (LMX) and voluntary turnover rates (Nishii & Mayer, 2009)—but these effects did not always remain statistically significant when tested in multivariate models.”

“Oliver (1997) has argued that neither resource acquisition nor deployment are independent from the influence of institutional context.”

“In terms of supervisory relations, Nishii and Mayer (2009) studied leadermember exchange (LMX) and argued that high-LMX-mean units signal a higher proportion of employees feeling validated and supported by leaders, greater power sharing between leaders and employees, and a heightened sense of…”

“Likewise, Nishii and Mayer (2009) operationalized inclusive leadership at a group level as involving a high group mean on leader–member exchange (LMX) and low LMX differentiation (low variability).”

“Examples of self-reported behaviors are compliance (e.g., Rahim, 1989), upward influence tactics (Cable & Judge, 2003), and turnover intentions and behavior (e.g., Bauer et al., 2006; Nishii & Mayer, 2009).”

“Leader inclusiveness has been established as a critical leadership behavior in teams (Carmeli et al., 2010), and is particularly relevant in diverse teams (Nishii & Mayer, 2009), however the mechanisms explaining its impact have yet to be fully explored.”

“Accordingly, high-quality relationships between leaders and their followers signal norms of equality and power sharing and subsequently inclusiveness (Hollander, 2009; Nishii & Mayer, 2009).”

“Finally, leadership behavior should play an important role in increasing inclusion as leaders model and reward desired behaviors (Nishii & Mayer, 2009).”

“LMX research would similarly benefit from exploring the effects of patterns of LMX relationships on group and unit-level outcomes (Nishii & Mayer, 2009).”

“…between dissimilarity on certain characteristics among members of a work unit and individual attitudes, such as satisfaction and commitment, and behavior, such as work withdrawal and turnover (e.g., Glomb & Welsh, 2005; Jackson et al., 1991; Nishii & Mayer, 2009; Riordan & Shore, 1997).”

“Recent studies on diversity management also suggest the importance of leadership style in influencing the relationship linking diversity, diversity management, and positive outcomes (Ashikali, 2011; Celik et al., 2011; Choi & Rainey, 2010; Kearney & Gebert, 2009; Nishii & Mayer, 2009).”

“So, the feelings of empowerment emerged among them (Liden, Wayne, & Sparrowe, 2000; Nishii & Mayer, 2009).”

“The leaders respect the employees, recognize the value of the employees, understand the employees’ needs, and provide support and advice (Hantula, 2009; Nishii and Mayer, 2009; Carmeli et al., 2010).”

“…(DiTomaso & Hooijberg, 1996, p. 170) for that employee by triggering workgroup members to comply with leader- established norms about their value, thereby enhancing others’ perceptions of the employee as a member of the ingroup (Elsass & Graves, 1997; Nishii & Mayer, 2009; Scandura, 1999).”

“Identifying moderators is valuable for interprofessional research because it enables researchers and clinician managers to understand the situations under which professional diversity is more or less likely to generate positive effects (Nishii and Mayer, 2009).”

“…leader cultural intelligence (e.g., Rosenauer, Homan, Horstmeier, & Voelpel, 2016), leader emotion management (e.g., Ayoko & Konrad, 2012), as well as leader behaviors that contribute to positive leader-member exchange (LMX) patterns in diverse teams (Nishii & Mayer, 2009; Stewart & Johnson, 2009).”

“Given the link between moral development and diversity (see Demuijnck 2009; DiTomaso and Hooijberg 1996; Wilson 2009), we anticipate that transformational leaders will take actions more consistent with the spirit of inclusivity and social responsibility (Nishii and Mayer 2009).”

“Supervisors rated subordinates’ job performance using five items used by Podsakoff and MacKenzie (1989) and Janssen and Van Yperen (2004) (e.”

“Leaders, including principal investigators of major fieldsites and those in positions of power in professional societies, can affect culture change by prioritizing equal opportunity and inclusion as explicit values for the field sciences (Pless and Maak 2004; Nishii 2013; Nishii and Mayer 2009).”

“More recently, Nishii and Mayer (2009) discussed the role of leader inclusiveness in their study of the relationship between group diversity and turnover moderated by leader-member exchange.”

“…& Cummings, 2012; Ernst & Chrobot-Mason, 2011; Fairhurst, 2009; Gover & Duxbury, 2012; Kaczmarek, Kimino, & Pye, 2012; Mitchell et al., 2011; Nishii & Mayer, 2009; Nkomo & Kriek, 2011; Rico, tensions, provided that the individual social or professional identities are respected and preserved…”

“…(Chatman & Flynn, 2001; Chatman, Polzer, Barsade, & Neale, 1998; Jackson, May, & Whitney, 1995; Jehn, Northcraft, & Neale, 1999; Joshi & Roh, 2009; Nishii & Mayer, 2009; Pelled, 1996; Polzer, Milton, & Swann, 2002; Schippers, Den Hartog, Koopman, & Wienk, 2003; Van der Vegt & Janssen, 2003;…”

“…Wesselius, & Hoes, 2012: 47) that “violates the rule of justice” (Chen, He, & Weng, in press: 6), whereas “employees are more accepting of differentiation when the pattern of differentiation can easily be attributed to differential employee ability or performance” (Nishii & Mayer, 2009: 1421).”

“There is for instance research on the benefits for diverse teams of participative leadership (Somech, 2006), transformational leadership (Kearney & Gebert, 2009; Shin & Zhou, 2007), and high-quality leader–member exchange relationships (Nishii & Mayer, 2009).”

“Previous research on HRM outcomes has been based on social exchange theory which argues that the organization’s and management’s investments in HR practices and the organizational environment will elicit positive work attitudes and behaviour (Gould-Williams, 2007; Gould-Williams and Davies, 2005; McClean and Collins,…”

“Managers displaying an IL style can encourage employees’ IWB via a quality relationship, specifically, through LMX. Inclusive leaders enhance LMX by empowering employees through delegating authority and control (Nishii & Mayer, 2009).”

“According to Nishii and Mayer (2009), inclusive leaders may promote employees’ skills, autonomy, and responsibility.”

“Moreover, Nishii and Mayer (2009) have suggested that an individual feels self-identity and psychological empowerment when s/he perceives inclusion in a diverse group.”

“…surface-level and other types of job-related diversity, we controlled for gender, age, and organizational tenure diversity, as prior research has noted their effects on team process and outcomes (e.g., Harrison, Price, Gavin, & Florey, 2002; Nishii & Mayer, 2009; Shin & Zhou, 2007; Somech, 2006).”

“On the other hand, receiving support and attention from the leader consolidates an employee’s status in the group (Nishii & Mayer, 2009), which, in turn, influences how other members of the group will treat him/her.”

“…their creative ideas (Nembhard & Edmondson, 2006; Randel, Dean, Ehrhart, Chung, & Shore, 2016) or on preventing exclusionary environments with high within-team variability in the quality of Leader–Member-Exchange (LMX) relationships (Buengeler, Piccolo, & Locklear, 2021; Nishii & Mayer, 2009).”

“…high (Hofstede, 2001), and where cultural tightness is pronounced (Gelfand et al., 2011), organizational efforts to promote inclusion might depend substantially on managers’ endorsement of practices fostering inclusion and their engagement in an inclusive leadership style (Nishii & Mayer, 2009).”

“Further, inclusive leaders delegate authority and let employees initiate and implement changes at work (Nishii & Mayer, 2009).”

“Specifically, we employ social exchange theory as a theoretical framework (Gould-Williams and Davies 2005; Gould-Williams 2007; McClean and Collins 2011; Nishii and Mayer 2009; Wayne, Shore, and Liden 1997; Van De Voorde, Paauwe, and Marc 2012).”

“In two studies, teams that were diverse in terms of gender, race, age, and tenure exhibited lower turnover and higher performance with higher aggregate LMX as well as lower LMX differentiation (Nishii & Mayer, 2009; Stewart & Johnson, 2009).”

“…with varying samples (Aarons & Sommerfeld, 2012; Downey, Werf, Thomas, & Plaut, 2014; Gellert & Schalk, 2011; Hwang & Hopkins, 2012; Nishii, 2013; Nishii & Mayer, 2009; O’Donnell & Kirkner, 2009; Volmer et al., 2012) and the retention rates (59% completing at least two time points) are…”

“Prior research has shown GLMX to have positive effects on group outcomes such as cohesiveness (Cogliser & Schriesheim, 2000) and group potency (Boies & Howell, 2006), and Nishii and Mayer (2009) further argued that GLMX influences the perception of psychological safety in the environment.”

“…is evidence that leaders create signals about inclusion via the quality of the relationships they build with members of their work group (e.g., Nishii & Mayer, 2009) and through humor (Tremblay, 2017), there may be other related ways that leaders can provide signaling about inclusion to…”

“To illustrate, Nishii and Mayer (2009) found that age diversity within departments still increased group turnover, although the average LMX within departments lessened turnover.”

“…with all members (i.e., low LMXD; e.g., newer formulations of LMX theory; Graen & Uhl-Bien, 1995), as LMXD may incite competition (e.g., Hooper & Martin, 2008), encourage subgroups, compromise cohesion (e.g., Stewart & Johnson, 2009), and reduce fairness perceptions (Nishii & Mayer, 2009).”

“Including both ends of the continuum represents meaningful variance that is also in line with turnover established in other team research (e.g., Nishii & Mayer, 2009).”

“In a similar way, it is plausible that members with job-related diversity are more likely to conduct information exchange and knowledge sharing that enhance organizational performance when they have a collective sense of inclusion (Nishii & Mayer, 2009).”

“…of this view, empirical findings have shown that high LMX differentiation is associated with high relationship conflict and low job satisfaction (Hooper & Martin, 2008), low within-group agreement regarding the group climate (Ford & Seers, 2006), and high group turnover (Nishii & Mayer, 2009).”

“Precise definitions of inclusive leadership vary, but predominately center on how individuals,’ particularly those in positions of power, can embrace and value different perspectives (e.g., Nembhard & Edmondson, 2006; Nishii & Mayer, 2009; Randel et al., 2018; Shore et al., 2011).”

“In their study of a sample of supermarket departments Nishii and Mayer (2009) explored the critical role that leaders play in influencing the relationship between diversity and turnover through the patterns of inclusion they created in their units.”

“Following Liden et al. and Nishii and Mayer (2009), we used the within-group variance in the individual LMX scores to measure the LMX differentiation.”

“For example, previous studies suggest that differentiation within teams (such as LMX differentiation) may be related to lower team performance and/or higher turnover (Nishii and Mayer 2009; Henderson et al.”

“Nishii and Mayer (2009) have pointed out that, though team diversity reduces member satisfaction and viability, strong leadership can suppress this effect.”