The Attitudinal Consequences of Perceived Organizational Support and Leader-Member Exchange for Academic Staff

Abstract

This study examines the attitudinal consequences of perceived organizational support and leader-member exchange, which are two concepts addressed within the scope of social exchange theory. The aim of the study is to determine the effects of organizational support and leader-member exchange perceived by academics on their job satisfaction, organizational identification, organizational trust, and intent to leave. To achieve this aim, a survey was conducted with 364 academic staff working in two different state universities in the Western Black Sea Region. The hypotheses were tested with the structural equation modeling path analysis. The results indicate that both perceived organizational support and leader-member exchange influence employee attitudes. Academics' perception of high level of support by their universities was found to lead to increased job satisfaction, organizational identification and trust in the organization, and decreased intention to leave. Furthermore, strengthening leader-member exchange was found to increase academics' job satisfaction, identification with the organization and trust in the organization, and to reduce their intention to leave.