The Effect of Supportive Organizational Leadership, Organizational Socialization, and Satisfaction With Supervision on Turnover as Mediated by Organizational Commitment and Job Satisfaction in Faculty
Greg L. Lowhorn
This study utilized a predictive, multivariate research design to test the relationship between three independent variables—supportive organizational leadership, organizational socialization, and satisfaction with supervision—and the dependent variable—turnover intent—as mediated by organizational commitment and job satisfaction. The literature has demonstrated that a predictive model may best demonstrate the strength and direction of these relationships. This study tested these relationships among professors of higher education—an important group of professionals responsible for training tomorrow's leaders and workers. A survey, constructed of previously validated scales and subscales, was used to collect data. The study found that (a) organizational socialization and satisfaction with supervision predicted organizational commitment, (b) tenure and organizational socialization predicted job satisfaction, and (c) organizational commitment and job satisfaction predicted turnover intent. Supportive organizational leadership was not a predictor of either organizational commitment or job satisfaction. In addition, tenure was the only demographic characteristic studied that predicted any of the dependent variables, and it only predicted job satisfaction. Based on these findings, it is recommended that job facets predicting satisfaction for professionals be studied more, and there is a need for more study of the changing dynamic of leadership, away from a hierarchical perspective and more toward a systems perspective.
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