Strengths-Based Leadership and Turnover Intention: The Roles of Felt Obligation for Constructive Change and Job Control

Abstract

This study draws on the substitutes for leadership theory to investigate the association of strengths-based leadership with employee turnover intention and the mediating role of felt obligation for constructive change and the moderating role of job control in the linkage. Data were collected using a three-wave survey from a sample of 317 employees working in a variety of enterprises in China. The multiple regression analyses with bootstrapping procedure were utilized to examine the proposed hypotheses. The results indicate that strengths-based leadership negatively relates to turnover intention and felt obligation for constructive change partially mediates the relationship between strengths-based leadership and turnover intention. Furthermore, job control, acting as a substitute for strengths-based leadership, negatively moderates the indirect relationship between strengths-based leadership and turnover intention via felt obligation for constructive change. This study contributes to the literature of strengths-based leadership and the substitutes for leadership theory by enhancing our understanding of the effect of job control.