Initial and Longer-Term Change in Unit-Level Turnover Following Leader Succession: Contingent Effects of Outgoing and Incoming Leader Characteristics

Published Online:https://doi.org/10.1287/orsc.2019.1295

References

  • Atwater LE, Yammarino FJ (1992) Does self‐other agreement on leadership perceptions moderate the validity of leadership and performance predictions? Personnel Psych. 45(1):141–164.CrossrefGoogle Scholar
  • Avery DR, Tonidandel S, Griffith KH, Quiñones MA (2003) The impact of multiple measures of leader experience on leader effectiveness: New insights for leader selection. J. Bus. Res. 56(8):673–679.CrossrefGoogle Scholar
  • Babrow AS (1992) Communication and problematic integration: Understanding diverging probability and value, ambiguity, ambivalence, and impossibility. Comm. Theory 2(2):95–130.CrossrefGoogle Scholar
  • Babrow AS, Kasch CR, Ford LA (1998) The many meanings of uncertainty in illness: Toward a systematic accounting. Health Comm. 10(1):1–23.CrossrefGoogle Scholar
  • Babrow AS, Hines SC, Kasch CR (2000) Illness and uncertainty: Problematic integration and strategies for communicating about medical uncertainty and ambiguity. Whaley BB, ed. Explaining Illness: Messages, Strategies and Contexts (Erlbaum, Hillsdale, NJ), 41–67.Google Scholar
  • Ballinger GA, Schoorman FD (2007) Individual reactions to leadership succession in workgroups. Acad. Management Rev. 32(1):118–136.CrossrefGoogle Scholar
  • Ballinger GA, Lehman DW, Schoorman FD (2010) Leader–member exchange and turnover before and after succession events. Organ. Behav. Human Decision Processes 113(1):25–36.CrossrefGoogle Scholar
  • Ballinger GA, Schoorman FD, Lehman DW (2009) Will you trust your new boss? The role of affective reactions to leadership succession. Leadership Quart. 20(2):219–232.CrossrefGoogle Scholar
  • Beer M, Eisenstat RA, Spector B (1990) Why change programs don’t produce change. Harvard Bus. Rev. 68(6):158–166.Google Scholar
  • Berger CR, Calabrese RJ (1975) Some explorations in initial interaction and beyond: Toward a developmental theory of interpersonal communication. Human Comm. Res. 1(2):99–112.CrossrefGoogle Scholar
  • Bettin PJ, Kennedy JK (1990) Leadership experience and leader performance: Some empirical support at last. Leadership Quart. 1(4):219–228.CrossrefGoogle Scholar
  • Bidwell M (2011) Paying more to get less: The effects of external hiring vs. internal mobility. Admin. Sci. Quart. 56(3):369–407.CrossrefGoogle Scholar
  • Bliese PD, Lang JWB (2016) Understanding relative and absolute change in discontinuous growth models: Coding alternatives and implications for hypothesis testing. Organ. Res. Methods 19(4):562–592.CrossrefGoogle Scholar
  • Bliese PD, Ployhart RE (2002) Growth modeling using random coefficient models: Model building, testing, and illustrations. Organ. Res. Methods 5(4):362–387.CrossrefGoogle Scholar
  • Bono JE, Judge TA (2003) Self-concordance at work: Toward understanding the motivational effects of transformational leaders. Acad. Management J. 46(5):554–571.CrossrefGoogle Scholar
  • Borman WC, Motowidlo SM (1993) Expanding the criterion domain to include elements of contextual performance. Schmitt N, Borman WC, eds. Personnel Selection in Organizations (Jossey-Bass, San Francisco), 71–98.Google Scholar
  • Bradac JJ (2001) Theory comparison: Uncertainty reduction, problematic integration, uncertainty management, and other curious constructs. J. Comm. 51(3):456–476.CrossrefGoogle Scholar
  • Brashers DE (2001) Communication and uncertainty management. J. Comm. 51(3):477–497.CrossrefGoogle Scholar
  • Brashers DE, Neidig JL, Goldsmith DJ (2004) Social support and the management of uncertainty for people living with HIV or AIDS. Health Comm. 16(3):305–331.CrossrefGoogle Scholar
  • Cao Q, Maruping LM, Takeuchi R (2006) Disentangling the effects of CEO turnover and succession on organizational capabilities: A social network perspective. Organ. Sci. 17(5):563–576.LinkGoogle Scholar
  • Campion MA (1991) Meaning and measurement of turnover: Comparison of alternative measures and recommendations for research. J. Appl. Psych. 76(2):199–212.CrossrefGoogle Scholar
  • Casey MK, Miller VD, Johnson JR (1997) Survivors’ information seeking following a reduction in workforce. Comm. Res. 24(6):755–781.CrossrefGoogle Scholar
  • Chadwick C, Dabu A (2009) Human resources, human resource management, and the competitive advantage of firms: Toward a more comprehensive model of causal linkages. Organ. Sci. 20(1):253–272.LinkGoogle Scholar
  • Day DV, Lord RG (1988) Executive leadership and organizational performance: Suggestions for a new theory and methodology. J. Management 14(3):453–464.CrossrefGoogle Scholar
  • Delery JE, Shaw JD (2001) The strategic management of people in work organizations: Review, synthesis, and extension. Ferris GR, ed. Research in Personnel and Human Resource Management (Elsevier Science, New York), 165–197.CrossrefGoogle Scholar
  • DeRue DS, Wellman N (2009) Developing leaders via experience: The role of developmental challenge, learning orientation, and feedback availability. J. Appl. Psych. 94(4):859–875.CrossrefGoogle Scholar
  • DeRue DS, Nahrgang JD, Wellman NED, Humphrey S (2011) Trait and behavioral theories of leadership: An integration and meta-analytic test of their relative validity. Personnel Psych. 64:7–52.CrossrefGoogle Scholar
  • DeShon RP, Ployhart RE, Sacco JM (1998) The estimation of reliability in longitudinal models. Internat. J. Behav. Dev. 22(3):493–515.CrossrefGoogle Scholar
  • Dragoni L, Tesluk PE, Russell JEA, Oh I-S (2009) Understanding managerial development: Integrating developmental assignments, learning orientation, and access to developmental opportunities in predicting managerial competencies. Acad. Management J. 52(4):731–743.CrossrefGoogle Scholar
  • Felps W, Mitchell TR, Hekman DR, Lee TW, Holtom BC, Harman WS (2009) Turnover contagion: How coworkers’ job embeddedness and job search behaviors influence quitting. Acad. Management J. 52(3):545–561.CrossrefGoogle Scholar
  • Friedman SD, Saul SK (1991) A leader’s wake: Organization member reactions to CEO succession. J. Management 17:619–642.CrossrefGoogle Scholar
  • Friedman SD, Olk P (1995) Four ways to choose a CEO: Crown heir, horse race, coup d’état, and comprehensive search. Human Resource Management 34(1):141–164.CrossrefGoogle Scholar
  • Fugate M, Kinicki AJ, Prussia GE (2008) Employee coping with organizational change: An examination of alternative theoretical perspectives and models. Personnel Psych. 61(1):1–36.CrossrefGoogle Scholar
  • Fugate M, Prussia GE, Kinicki AJ (2012) Managing employee withdrawal during organizational change: The role of threat appraisal. J. Management 38(3):890–914.Google Scholar
  • Gabarro JJ (1987) The Dynamics of Taking Charge (Harvard Business School Press, Boston).Google Scholar
  • Gerhart B (1990) Voluntary turnover and alternative job opportunities. J. Appl. Psych. 75(5):467–476.CrossrefGoogle Scholar
  • Giambatista RC, Rowe WG, Riaz S (2005) Nothing succeeds like succession: A critical review of leader succession literature since 1994. Leadership Quart. 16(6):963–991.CrossrefGoogle Scholar
  • Gordon GE, Rosen N (1981) Critical factors in leadership succession. Organ. Behav. Human Performance 27(2):227–254.CrossrefGoogle Scholar
  • Griffeth RW, Hom PW, Gaertner S (2000) A meta-analysis of antecedents and correlates of employee turnover: Update, moderator tests, and research implications for the next millennium. J. Management 26(3):463–488.CrossrefGoogle Scholar
  • Hackman JR, Walton RE (1986) Leading groups in organizations. Goodman PS, ed. Designing Effective Work Groups (Jossey-Bass, San Francisco), 72–119.Google Scholar
  • Hale D, Ployhart RE, Shepherd W (2016) A two-phase longitudinal model of a turnover event: Disruption, recovery rates, and moderators of collective performance. Acad. Management J. 59(3):906–929.CrossrefGoogle Scholar
  • Hausknecht JP, Trevor CO (2011) Collective turnover at the group, unit, and organizational levels: Evidence, issues, and implications. J. Management 37(1):352–388.CrossrefGoogle Scholar
  • Hausknecht JP, Trevor CO, Howard MJ (2009) Unit-level voluntary turnover rates and customer service quality: implications of group cohesiveness, newcomer concentration, and size. J. Appl. Psych. 94(4):1068–1075.CrossrefGoogle Scholar
  • Heaney CA, Israel BA, House JS (1994) Chronic job insecurity among automobile workers: effects on job satisfaction and health. Soc. Sci. Medicine 38(10):1431–1437.CrossrefGoogle Scholar
  • Heavey AL, Holwerda JA, Hausknecht JP (2013) Causes and consequences of collective turnover: A meta-analytic review. J. Appl. Psych. 98(3):412–453.CrossrefGoogle Scholar
  • Helmich DL, Brown WB (1972) Successor type and organizational change in the corporate enterprise. Admin. Sci. Quart. 17(3):371–381.CrossrefGoogle Scholar
  • Hill LA (1992) Becoming a Manager: Mastery of a New Identity (Harvard Business School Press, Boston).Google Scholar
  • Hom PW, Kinicki AJ (2001) Toward a greater understanding of how dissatisfaction drives employee turnover. Acad. Management J. 44(5):975–987.CrossrefGoogle Scholar
  • Hulin CL, Roznowski M, Hachiya D (1985) Alternative opportunities and withdrawal decisions: Empirical and theoretical discrepancies and an integration. Psych. Bull. 97(2):233–250.CrossrefGoogle Scholar
  • Humphrey SE, Morgeson FP, Mannor MJ (2009) Developing a theory of the strategic core of teams: A role composition model of team performance. J. Appl. Psych. 94(1):48–61.CrossrefGoogle Scholar
  • Judge TA, Piccolo RF, Ilies R (2004) The forgotten ones? The validity of consideration and initiating structure in leadership research. J. Appl. Psych. 89(1):36–51.CrossrefGoogle Scholar
  • Kacmar KM, Andrews MC, Van Rooy DL, Steilberg RC, Cerrone S (2006) Sure everyone can be replaced...but at what cost? Turnover as a predictor of unit-level performance. Acad. Management J. 49(1):133–144.CrossrefGoogle Scholar
  • Kesner IF, Dalton DR (1994) Top management turnover and CEO succession: An investigation of the effects of turnover on performance. J. Management Stud. 31(5):701–713.CrossrefGoogle Scholar
  • Kesner IF, Sebora TC (1994) Executive succession: Past, present & future. J. Management 20(2):327–372.CrossrefGoogle Scholar
  • Kiefer T (2005) Feeling bad: Antecedents and consequences of negative emotions in ongoing change. J. Organ. Behav. 26(8):875–897.CrossrefGoogle Scholar
  • Knobloch LK, Solomon DH (2003) Responses to changes in relational uncertainty within dating relationships: Emotions and communication strategies. Comm. Stud. 54(3):282–305.CrossrefGoogle Scholar
  • Kramer RM (1999) Trust and distrust in organizations: Emerging perspectives, enduring questions. Annual Rev. Psych. 50(1):569–598.CrossrefGoogle Scholar
  • Kramer A, Chung W (2015) Work demands, family demands, and BMI in dual-earners families: A 16-year longitudinal study. J. Appl. Psych. 100(5):1632–1640.CrossrefGoogle Scholar
  • Lam W, Lee C, Taylor MS, Zhao HH (2016) Does proactive personality matter in leadership transitions? Effects of proactive personality on new leader identification and responses to new leaders and their change agendas. Acad. Management J. 61(1):245–263.CrossrefGoogle Scholar
  • Lang JWB, Bliese PD (2009) General mental ability and two types of adaptation to unforeseen change: Applying discontinuous growth models to the task-change paradigm. J. Appl. Psych. 94(2):411–428.CrossrefGoogle Scholar
  • Lazear EP, Rosen S (1981) Rank-order tournaments as optimum labor contracts. J. Political Econom. 89(5):841–864.CrossrefGoogle Scholar
  • Lazarus RS, Folkman S (1984) Coping and adaptation. Gentry WD, ed. The Handbook of Behavioral Medicine (Guilford, New York).Google Scholar
  • Lee TW, Mitchell TR (1994) An alternative approach: The unfolding model of voluntary employee turnover. Acad. Management Rev. 19(1):51–89.CrossrefGoogle Scholar
  • Lepak DP, Snell SA (1999) The human resource architecture: Toward a theory of human capital allocation and development. Acad. Management Rev. 24(1):31–48.CrossrefGoogle Scholar
  • Lucas RE (2007) Long-term disability is associated with lasting changes in subjective well-being: evidence from two nationally representative longitudinal studies. J. Personality Soc. Psych. 92(4):717–730.CrossrefGoogle Scholar
  • Lucas RE, Clark AE, Georgellis Y, Diener E (2003) Reexamining adaptation and the set point model of happiness: reactions to changes in marital status. J. Personality Soc. Psych. 84(3):527–539.CrossrefGoogle Scholar
  • Lucas RE (2005) Time does not heal all wounds a longitudinal study of reaction and adaptation to divorce. Psych. Sci. 16(12):945–950.CrossrefGoogle Scholar
  • Lucas RE, Clark AE, Georgellis Y, Diener E (2004) Unemployment alters the set point for life satisfaction. Psych. Sci. 15:8–13.CrossrefGoogle Scholar
  • McCall MW (2004) Leadership development through experience. Acad. Management Perspect. 18(3):127–130.CrossrefGoogle Scholar
  • McCall MW, Lombardo MM, Morrison AM (1988) The Lessons of Experience: How Successful Executives Develop on the Job (Lexington Books, Lanham, MD).Google Scholar
  • McCauley CD, Ruderman MN, Ohlott PJ, Morrow JE (1994) Assessing the developmental components of managerial jobs. J. Appl. Psych. 79(4):544–560.CrossrefGoogle Scholar
  • McClean EJ, Burris ER, Detert JR (2013) When does voice lead to exit? It depends on leadership. Acad. Management J. 56(2):525–548.CrossrefGoogle Scholar
  • Mitchell TR, James LR (2001) Building better theory: Time and the specification of when things happen. Acad. Management Rev. 26(4):530–547.CrossrefGoogle Scholar
  • Mitchell TR, Holtom BC, Lee TW, Sablynski CJ, Erez M (2001) Why people stay: Using job embeddedness to predict voluntary turnover. Acad. Management J. 44(6):1102–1121.CrossrefGoogle Scholar
  • Morgeson FP, Mitchell TR, Liu D (2015) Event system theory: An event-oriented approach to the organizational sciences. Acad. Management Rev. 40(4):515–537.CrossrefGoogle Scholar
  • Mossholder KW, Settoon RP, Henagan SC (2005) A relational perspective on turnover: Examining structural, attitudinal, and behavioral predictors. Acad. Management J. 48(4):607–618.CrossrefGoogle Scholar
  • Ng T, Feldman DC (2013) Changes in perceived supervisor embeddedness: Effects on employees’ embeddedness, organizational trust, and voice behavior. Personnel Psych. 66(3):645–685.CrossrefGoogle Scholar
  • Ouchi WG (1978) The transmission of control through organizational hierarchy. Acad. Management J. 21(2):173–192.CrossrefGoogle Scholar
  • Park T-Y, Shaw JD (2013) Turnover rates and organizational performance: A meta-analysis. J. Appl. Psych. 98(2):268–309.CrossrefGoogle Scholar
  • Pfeffer J, Davis-Blake A (1986) Administrative succession and organizational performance: How administrator experience mediates the succession effect. Acad. Management J. 29(1):72–83.CrossrefGoogle Scholar
  • Piccolo RF, Colquitt JA (2006) Transformational leadership and job behaviors: The mediating role of core job characteristics. Acad. Management J. 49(2):327–340.CrossrefGoogle Scholar
  • Ployhart RE, Vandenberg RJ (2010) Longitudinal research: The theory, design, and analysis of change. J. Management 36(1):94–120.Google Scholar
  • Quińones MA, Ford JK, Teachout MS (1995) The relationship between work experience and job performance: A conceptual and meta-analytic review. Personnel Psych. 48(4):887–910.CrossrefGoogle Scholar
  • Rosenbaum JE (1979) Tournament mobility: Career patterns in a corporation. Admin. Sci. Quart. 24(2):220–241.CrossrefGoogle Scholar
  • Rothausen TJ, Henderson KE, Arnold JK, Malshe A (2017) Should I stay or should I go? Identity and well-being in sensemaking about retention and turnover. J. Management 42(7):2357–2385.Google Scholar
  • Rowe WG, Cannella AA, Rankin D, Gorman D (2005) Leader succession and organizational performance: Integrating the common-sense, ritual scapegoating, and vicious-circle succession theories. Leadership Quart. 16(2):197–219.CrossrefGoogle Scholar
  • Shapiro DL, Hom P, Shen W, Agarwal R (2016) How do leader departures affect subordinates’ organizational attachment? A 360-degree relational perspective. Acad. Management Rev. 41(3):479–502.CrossrefGoogle Scholar
  • Shen W, Cannella AA (2002a) Revisiting the performance consequences of CEO succession: The impacts of successor type, postsuccession senior executive turnover, and departing CEO tenure. Acad. Management J. 45(4):717–733.CrossrefGoogle Scholar
  • Shen W, Cannella AA (2002b) Power dynamics within top management and their impacts on CEO dismissal followed by inside succession. Acad. Management J. 45(6):1195–1206.CrossrefGoogle Scholar
  • Shin J, Taylor MS, Seo MG (2012) Resources for change: The relationships of organizational inducements and psychological resilience to employees’ attitudes and behaviors toward organizational change. Acad. Management J. 55(3):727–748.CrossrefGoogle Scholar
  • Singer JD, Willett JB (2003) Applied Longitudinal Data Analysis: Modeling Change and Event Occurrence (Oxford University Press, Oxford, UK).CrossrefGoogle Scholar
  • Sonnenfeld JA, Peiperl MA (1988) Staffing policy as a strategic response: A typology of career systems. Acad. Management Rev. 13(4):588–600.CrossrefGoogle Scholar
  • Sturman MC, Shao L, Katz JH (2012) The effect of culture on the curvilinear relationship between performance and turnover. J. Appl. Psych. 97(1):46–62.CrossrefGoogle Scholar
  • Troester C, Parker A, van Knippenberg D, Sahlmueller B (2019) The coevolution of social networks and thoughts of quitting. Acad. Management J. 62(1):22–43.CrossrefGoogle Scholar
  • Ton Z, Huckman RS (2008) Managing the impact of employee turnover on performance: The role of process conformance. Organ. Sci. 19(1):56–68.LinkGoogle Scholar
  • Van Iddekinge CH, Ferris GR, Heffner TS (2009) Test of a multistage model of distal and proximal antecedents of leader performance. Personnel Psych. 62(3):463–495.CrossrefGoogle Scholar
  • Vancil RF (1987) A look at CEO succession. Harvard Bus. Rev. 65(2):107–117.Google Scholar
  • Yelamanchili RK (2018) Relationship between leader behavior and subordinate intention to remain: mediating role of critical thinking and empowerment. Acad. Strategic Management J. 17(1):1–15.Google Scholar
  • Yukl G (2012) Effective leadership behavior: What we know and what questions need more Attention. Acad. Management Perspect. 26(4):66–85.CrossrefGoogle Scholar
  • Zaccaro SJ, Rittman AL, Marks MA (2001) Team leadership. Leadership Quart. 12(4):451–483.CrossrefGoogle Scholar
  • Zhao HH, Seibert SE, Taylor MS, Lee S, Lam W (2016) Not even the past: The joint influence of former leader and new leader during leader succession in the midst of organizational change. J. Appl. Psych. 101(12):1730–1738.CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.