Marion B. Eberly

5 Turnover and Retention Research: A Glance at the Past, a Closer Review of the Present, and a Venture into the Future

Given the extensive research on the topic of voluntary employee turnover in the past decade as well as new managerial approaches to employee retention, labor market dynamism, and evolution in research methodology and technology, it is important that researchers evaluate the current state of the field. In

Affective Trust in Chinese Leaders: Linking Paternalistic Leadership to Employee Performance

Adopting the theoretical framework of social exchange, the authors used the two dominant Confucian values—hierarchy and relationalism—to theorize the mediating role of affective trust in the relationship between paternalistic leadership and employee in-role and extra-role performance in the Chinese organizational context. Data from 601 supervisor–subordinate dyads of 27 companies in a Taiwanese conglomerate revealed that while the benevolence and morality dimensions of paternalistic leadership are positively associated with both in-role and extra-role performance, the authoritarian paternalistic leadership dimension is negatively related to subordinate performance. Furthermore, affective trust mediated the relationship between benevolent and moral paternalistic leadership and employee performance but did not mediate the relationship between authoritarianism and employee performance. The theoretical and practical implications of these findings are discussed in the Chinese context and beyond.

An integrative process model of leadership: examining loci, mechanisms, and event cycles.

Utilizing the locus (source) and mechanism (transmission) of leadership framework (Hernandez, Eberly, Avolio, & Johnson, 2011), we propose and examine the application of an integrative process model of leadership to help determine the psychological interactive processes that constitute leadership. In particular, we identify the various dynamics involved in generating leadership processes by modeling how the loci and mechanisms interact through a series of leadership event cycles. We discuss the major implications of this model for advancing an integrative understanding of what constitutes leadership and its current and future impact on the field of psychological theory, research, and practice.

It’s not me, it’s not you, it’s us! An empirical examination of relational attributions.

It has recently been suggested that attribution theory expand its locus of causality dimension beyond internal and external attributions to include relational (i.e., interpersonal) attributions (Eberly, Holley, Johnson, & Mitchell, 2011). The current investigation was designed to empirically focus on relationship dynamics, specifically where 1 member of the relationship receives negative performance-related feedback. We use quantitative and qualitative data from 7 samples (5 samples for scale validation in Study 1 and 2 for hypothesis testing in Studies 2 and 3) that provide empirical support for the existence and impact of relational attributions. Our findings identify the circumstances under which relational attributions are likely to be formed and indicate that relational attributions are related to relational improvement behaviors, particularly when employees are of the same sex as their relationship partner and perceive sufficient time and energy to engage in relational improvement efforts. A personal attribute, relational self, contrary to expectations, did not moderate the link between relational attributions and improvement behaviors. These findings make an important contribution to attribution theory by providing evidence for the criticality of relational attributions within interdependent work relationships.

Looking Beyond the Trees: A Meta-Analysis and Integration of Voluntary Turnover Research

More than two decades have passed since Griffeth, Hom, & Gaertner (2000) published the last comprehensive meta-analysis of voluntary turnover. Considering the criticality of voluntary turnover as a...

Egocentric reciprocity and the role of friendship and anger

ABSTRACT In this research, we examine the phenomenon of egocentric reciprocity, where individuals protect self-interest by adopting an eye-for-an-eye strategy in negatively imbalanced exchanges, and by taking advantage of overly generous treatment in positively imbalanced exchanges. We conducted two experiments using a modified ultimatum game examining attitudinal and behavioral responses to imbalanced exchanges. The experiments allowed us to explore the moderating role of relational closeness (i.e., whether the game partner was a friend or a stranger) and the mediating role of anger and indebtedness in these moderated relationships. Our results consistently demonstrate the phenomenon of egocentric reciprocity. Most importantly, this research reveals that friendship places a boundary on this egocentric tendency, and that the effects may partially be explained by anger experienced in response to exchange.

The Embedding Effect of Transformational Leadership in Extreme Contexts

Over the last thirty years, measures of transformational leadership have been positively related to a broad range of individual, unit and organizational performance outcomes. Most of this literatur...