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

Cited by (693)

Items 301–400 of 693

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4. Striving for Inclusion of Diverse Employees: How Important is the Context?
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5. Does age diversity benefit team outcomes, if so, when and how? A moderated mediation model
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6. Demographic diversity, processes and outcomes: an integrated multilevel framework
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7. Maybe It Is Who You Know: Social Networks and Leader–Member Exchange Differentiation
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8. Inclusive leadership development for engineers
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9. Sustainable knowledge management during crisis: Focus on Covid-19 pandemic
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10. Transformational leadership and cultural minorities: a conceptual model
    Amina Raza Malik, Parbudyal Singh · 2017 · European Business Review
11. A dynamic system of job performance with goals and leadership changes as shocks
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12. Revisiting happiness at work within the hospitality sector: revealing the power of ethical leadership and group diversity
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13. Unveiling rainbow washing: impacts on LGBT+ employees in the workplace
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14. Leadership-promoted diversity climate and group identification
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15. Leading for employees' enterprise system ambidextrous use through contextual ambidexterity: the mediating role of user empowerment and moderating role of leader–member exchange
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16. When is higher LMX comparison not always effective? The role of team-level LMX disparity and neuroticism
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17. Top management team diversity and adaptive firm performance: the moderating roles of overlapping team tenure and severity of threat
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18. Pushing Too Hard? Unattainable Organizational Goals and Frontline Employee Turnover
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19. Organizational Learning Under Institutional Complexity: Evidence from Township Clusters in China
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20. Harnessing Global Mindset to Positively Impact Advances in Global Leadership through International Human Resource Management Practices
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21. Inclusive Leadership, Safety Climate and Safety Behaviour: A Proposed Framework
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22. Inclusive leadership and work-family enrichment: the roles of relational energy and power distance
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23. Three levels, two needs, one goal: Fostering an integrated sense of inclusion through inclusive leadership
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24. Towards a confluence: disability inclusion and organizational change
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25. Diverse group effectiveness: co-occurrence of task and relationship conflict, and transformational leadership
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26. Recognizing racism in George Floyd's death
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27. Organizational Inclusion and OCB: The Moderating Role of Inclusive Leadership
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28. A Review on Evolution and Importance of Diversity Education and Inclusion in Building an Effective Organizational Culture
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29. Applying Organizational Psychology Principles for Positive Workplace Outcomes
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30. The effects of inclusive psychological climate, leader inclusion, and workgroup inclusion on trust and organizational identification
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31. The influence of cognitive style diversity on intra-group relationship conflict, individual-level organizational citizenship behaviors and the moderating role of leader-member-exchange
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32. Ethnic minority status, political capital, and executive turnover in China: The moderating role of ethnic autonomous regions
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33. Investigating the Relationship Between Relational Leadership and Employees’ Promotive Voice Behavior
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34. Leadership in Small Groups and Teams: Toward a Theory of Group Leadership
    Randall S. Peterson, Kawon Kim · 2012 · Research on managing groups and teams
35. Healthcare leadership’s diversity paradox
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36. Pre-empting project failure by using a pre-mortem
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37. Within digital collaborative teams, how can leaders promote productive knowledge sharing among members with diverse settings?
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38. Corporate identity management: A study of employees’ perceptions in the context of the retail and the hospitality and tourism sectors
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39. Managerial inclusiveness and corporate innovation in China
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40. Coworker-targeted leader aggressive humor and observers’ OCB: The mediating roles of observers’ cognitive and affective trust and the moderating role of LMX
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41. Enhancing police engagement: An examination of the links between fair treatment and job engagement in a Canadian police organization
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42. Interprofessional Practice and Professional Identity Threat
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43. Perceptions of Cultural Inclusion: A Study of the Work-Family Interface for Maori Employees Within New Zealand
    David Royal Brougham, Jarrod M Haar · 2013 · Labour Employment and Work in New Zealand
44. Organizational commitment of IT workers
    Jaime B. Windeler, Cynthia K. Riemenschneider · 2013 · ACM SIGCPR Conference on Computer Personnel Research (SIGCPR)
45. Relational Demography Between Managers and Stakeholders and Business Unit Performance
    Jorge A. González · 2012 · Journal of Leadership & Organizational Studies
46. Responsibility‐Oriented Perspective of Responsible Leadership: Development of a Measurement Instrument
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47. A Review and Prospect of Research on Inclusive Leadership
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48. Culture change in the Forest sector: Insights from a participatory workshop at the Women's Forest congress
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49. The Role of Inclusive Leadership in Enhancing Employee Engagement
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50. Bridging the Digital and Human Divide
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51. Does my leader care about my subgroup? A multilevel model of team faultlines, LMX quality, and employee absenteeism
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52. Supervisors’ social dominance orientation, nation-based exchange relationships, and team-level outcomes
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53. Fostering workplace safety with a gender-diverse workforce
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54. Skilled migrant employees' perceptions of support from line managers
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55. Individual Variation in Responding to Leader–Member Exchange Differentiation: The Moderating Roles of Internal Locus of Control and Self-Efficacy
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56. Making the most out of the innovation of meaning: The importance of inclusion for creativity in inside‐out envisioning
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57. Linking Abusive Supervision to Employees’ OCBs and Turnover Intentions: The role of a Psychological Contract Breach and Perceived Organisational Support
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58. Effektive Führung heterogener Teams
    Sabine Boerner, Hendrik Hüttermann, Max Reinwald · 2017 · Gruppe Interaktion Organisation Zeitschrift für Angewandte Organisationspsychologie (GIO)
59. The (Mis)Use ofSDas Age Diversity Measure: Introducing the MeanSD
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60. Gain without pay causes lazybones’ loss
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61. The Relative Importance Of Transformational Leadership And Contingent Reward On Satisfaction With Supervision In Nonprofit And For-profit Organizations
    Agnieszka Kwapisz, F. Brown, Scott E. Bryant, Robyn Chupka · 2019 · Journal of international & interdisciplinary business research
62. How Inclusive Can Exclusive Talent Management Be?
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63. A model of inclusion and inclusive leadership in the U.S.
    Elizabeth R. Salib · 2014
64. An Investigation into the High Turnover of Employees within the Irish Hospitality Sector, Identifying What Methods of Retention Should Be Adopted.
    Victoria Jagun · 2015 · TRAP@NCI (National College of Ireland)
65. Leader-Member Exchange
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66. Inclusive leadership and ethnic diversity: Enhancing team performance and reducing work delays
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67. Exploring the impact of diversity, equity and inclusion on ESG performance: evidence from Indian organizations
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69. AI‐Augmented Leadership: How, Why, and When Leaders' Collaboration With AI Enhances Team Performance
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70. Altersdiversität als Organisationskompetenz: Chancen und Herausforderungen
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71. Workplace diversity and individual-level outcomes: the role of gender as moderator
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72. What it takes to be an inclusive leader? Developing six signature traits to master inclusive leadership
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74. Testing the Impact of Global Mindset on Positive Organizational Outcomes: A Multi-Level Analysis
    Joana S. P. Story · 2010 · Lincoln (University of Nebraska)
75. What Benefits Do Ethical Leaders Gain? Ethical Leadership, LMX Mean and Leaders’ Benefits
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76. The Moderating Role of Leader-Member Exchange on the Relationship between Emotional Labor with Job Satisfaction or Turnover Intention
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77. From Marginal to Mainstream and Vice Versa: Leaders’ Valuation of Diversity While in the Minority versus Majority
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79. Who is an Inclusive Leader? – The Relationship between Line Managers’ Experiences and Traits, and Employees’ Perceived Inclusion
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83. Integrating Diversity into Organization and Career Development
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84. Stress to Success: Public Speaking Anxiety and its Relationship to Perceived Leadership
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85. Inclusive Leadership: Exploration of Individual and Situational Antecedents
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86. Inclusive Leadership
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88. Retaining Behavioral Healthcare Employees of the Millennial Generation
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89. Person-environment fit: work-related attitudes and behavioral outcomes in continuing care retirement communities
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90. We’re All in This Together: The Incremental Impact of Inclusive Leadership on Majority and Minority Employees
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