How Do Leader Departures Affect Subordinates’ Organizational Attachment? A 360-Degree Relational Perspective
提出一个多层级理论模型，从360度关系视角解释领导者离职如何通过下属与领导者、团队及组织的关系影响其组织依附，对管理实践有启示。
Management scholars have noted that leader departures often foreshadow higher turnover intentions (or lower organizational attachment) of subordinates left behind, especially when relationships between the departing leader and subordinates (leader-member exchanges) have been high quality. In this article we posit that the quality of subordinates’ relationships with all members of their relational system, not only their leader, must be considered to better understand how leader departures affect subordinates’ organizational attachment. Our proposed relationships are illustrated in a theoretical model that includes phenomena at the individual level (i.e., a subordinate’s identification with the departing leader and with his or her organization), group level (i.e., turnover contagion), and organizational level (i.e., organization-wide developmental climate). As such, we propose that elucidating how leader departures affect organizational attachment requires multilevel theorizing and constructs. We also discuss theoretical and practical implications of such a 360-degree relational perspective on leader-departure effects.