Cited by 693Job Satisfaction and Organizational BehaviorGender Diversity and InequalityTeam Dynamics and Performance

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

Nishii, Lisa H., Mayer, David M.·2009·Journal of Applied Psychology

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Abstract

This research examines leader-member exchange (LMX) at the group level as a moderator of the relationships between demographic (i.e., race, age, gender) and tenure diversity and group turnover. Drawing primarily from LMX, social categorization, and expectation states theories, we hypothesized that through the pattern of LMX relationships that they develop with followers, group managers influence inclusion and status differentials within groups such that the positive relationship between diversity and group turnover will be weaker when the group mean on LMX is high or when group differentiation on LMX is low. Results from a sample of supermarket departments (N = 348) yielded general support for the study hypotheses. We also found evidence for a 3-way interaction involving demographic diversity, LMX mean, and LMX differentiation such that the interaction between demographic diversity and LMX differentiation was only significant when LMX mean was high. These findings highlight the important role that leaders play in influencing the relationship between diversity and turnover through the patterns of inclusion that they create in their units.

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“…contributes to the leadership literature by addressing concerns from both scholars and practitioners about the lack of understanding of leader attributes that predict when leaders are most likely to engage in inclusive leadership behavior (Day et al., 2021; Hollander, 2009; Nishii & Mayer, 2009).”
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“A few studies [15,18,22,29,30] have studied the connection between inclusive leadership and a company’s capacity to inspire innovative behavior among its workers when it comes to researching leadership.”
Background

Authors: Nishii, L. H., & Mayer, D. M.
Affiliations: Cornell University (US)
University of Michigan (US)
ORCID: Mayer, David M.
Venue: Journal of Applied Psychology
Publisher: American Psychological Association (APA)
Published: 2009
Volume: 94
Issue: 6
Pages: 1412-1426
ISSN: 0021-9010 (ISSN-L)
1939-1854
DOI: 10.1037/a0017190
OpenAlex: W2142896423
Cited by: 689
References: 122
Citations by year: 2026: 54 · 2025: 79 · 2024: 67 · 2023: 56 · 2022: 44 · 2021: 62 · 2020: 54 · 2019: 38 · 2018: 32 · 2017: 44 · 2016: 38 · 2015: 32 · 2014: 20 · 2013: 20 · 2012: 18
FWCI: 28.37
Type: journal article
Language: en
Open access: closed
Locations: Journal of Applied Psychology (publishedVersion)
PubMed (publishedVersion)
Funders: National Science Foundation
Topics: Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Social Sciences › Gender Studies › Gender Diversity and Inequality
Social Sciences › Psychology › Social Psychology › Team Dynamics and Performance
Keywords: leader-member exchange, demographic diversity, tenure diversity, inclusive leadership, status differentials, social categorization theory, expectation states theory, LMX differentiation
MeSH terms: Workforce, Adolescent, Adult, Female, Humans, Interpersonal Relations, Job Satisfaction, Leadership, Male, Personnel Turnover, Regression Analysis, Workplace, Cultural Diversity, Food Industry, Young Adult

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

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