Leadership styles, organizational conspiracy beliefs and turnover intention in private sectors employees
Main Article Content
Abstract
The current examination is expected to investigate the relationship of Leadership styles, Organizational conspiracy belief and Turnover intention in private sectors employees. Connection research design is used in this research to find the relationship between demographic and main study variables with sample size (N=200) in private sectors employees. This study will help employee to understand the factors which lead towards organizational conspiracy belief and turnover intention. The sample was approached by applying purposive sampling strategy. Three scales i.e. Leadership styles (Ntshingila, 2017); Organizational conspiracy belief (Van Prooijen & De Vries, 2015) and Turnover intention (Cammann et al., 1979) were used for data collection for this research. The result of this research revealed that there is a significant relationship between leadership styles and turnover intention. Organizational conspiracy belief has significant relationship with turnover intention.
Downloads
Article Details
Section

This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors who publish in this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication with the work simultaneously licenced under a Creative Commons Attribution License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgement of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (see The Effect of Open Access).
How to Cite
References
Bilewicz, M., & Sedek, G. (2015). Conspiracy stereotypes. The psychology of conspiracy, 1-22. DOI: https://doi.org/10.4324/9781315746838
Bobko, P., Barelka, A. J., & Hirshfield, L. M. (2014). The construct of state-level suspicion: A model and research agenda for automated and information technology (IT) contexts. Human Factors, 56(3), 489-508. https://doi.org/10.1177/00187208134970 DOI: https://doi.org/10.1177/0018720813497052
Cammann, C., Fichman, M., Jenkins, D. & Klesh, J. (1979) The Michigan Organizational Assessment Questionnaire. Unpublished Manuscript, University of Michigan, Ann Arbor, MI.
Fenigstein, A., & Vanable, P. A. (1992). Paranoia and self-consciousness. Journal of Personality and Social Psychology, 62(1), 129–138. https://doi.org/10.1037/0022-3514.62.1.129 DOI: https://doi.org/10.1037//0022-3514.62.1.129
Hom, P. W., & Griffeth, R. W. (1991). Structural equations modeling test of a turnover theory: Cross-sectional and longitudinal analyses. Journal of Applied Psychology, 76(3), 350–366. https://doi.org/10.1037/0021-9010.76.3.350 DOI: https://doi.org/10.1037//0021-9010.76.3.350
Krausz, M. (2002). The Many Faces of Voluntary Employee Turnover. In: Koslowsky, M., Krausz, M. (eds) Voluntary Employee Withdrawal and Inattendance. Industrial and Organizational Psychology: Theory, Research, and Practice. Springer, Boston, MA, USA. https://doi.org/10.1007/978-1-4615-0599-0_3 DOI: https://doi.org/10.1007/978-1-4615-0599-0_3
Lewin, K., Lippitt, R., & White, R. K. (1939). Patterns of aggressive behavior in experimentally created “Social climates.” The Journal of Social Psychology, 10(2), 269–299. https://doi.org/10.1080/00224545.1939.9713366 DOI: https://doi.org/10.1080/00224545.1939.9713366
Li, Z., Gupta, B., Loon, M., & Casimir, G. (2016). Combinative aspects of leadership style and emotional intelligence. Leadership & Organization Development Journal, 37(1), 107–125. https://doi.org/10.1108/lodj-04-2014-0082 DOI: https://doi.org/10.1108/LODJ-04-2014-0082
Macdonald, D. (1999). Teacher attrition: A review of literature. Teaching and teacher education, 15(8), 835-848. https://doi.org/10.1016/S0742-051X(99)00031-1 DOI: https://doi.org/10.1016/S0742-051X(99)00031-1
Maxwell, J. (2016). The 5 Levels of Leadership - John Maxwell. John Maxwell. https://www.johnmaxwell.com/blog/the-5-levels-of-leadership1/.
Ntshingila, S. (2017). 3.1 Leadership Styles Questionnaire purpose. www.academia.edu. https://www.academia.edu/35007128/3_1_Leadership_Styles_Questionnaire_Purpose
Samad, A. (2017). The effect of leadership styles on employee wellbeing and organisational outcomes within an Australian regional university. (Doctoral dissertation, CQUniversity). https://doi.org/10.25946/13443050
Sethuraman, K., & Suresh, J. (2014). Effective leadership styles. International Business Research, 7(9), 165. DOI:10.5539/IBR.V7N9P165 DOI: https://doi.org/10.5539/ibr.v7n9p165
Tett, R. P., & Meyer, J. P. (1993). Job Satisfaction, Organizational Commitment, Turnover Intention, and Turnover: Path Analyses Based on Meta‐Analytic Findings. Personnel Psychology, 46(2), 259–293. https://doi.org/10.1111/j.1744-6570.1993.tb00874.x DOI: https://doi.org/10.1111/j.1744-6570.1993.tb00874.x
Van Prooijen, J., & De Vries, R. E. (2015). Organizational Conspiracy Beliefs: Implications for leadership styles and employee outcomes. Journal of Business and Psychology, 31(4), 479–491. https://doi.org/10.1007/s10869-015-9428-3 DOI: https://doi.org/10.1007/s10869-015-9428-3
Wong, L., Bliese, P., & McGurk, D. (2003). Military leadership: A context specific review. The Leadership Quarterly, 14(6), 657–692. https://doi.org/10.1016/j.leaqua.2003.08.001 DOI: https://doi.org/10.1016/j.leaqua.2003.08.001