A longitudinal study of the moderating role of extraversion: Leader-member exchange, performance, and turnover during new executive development

  • Bauer T
  • Erdogan B
  • Liden R
 et al. 
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Abstract

Identifying factors that help or hinder new executives in "getting up to speed" quickly and remaining with an organization is vital to maximizing the effectiveness of executive development. The current study extends past research by examining extraversion as a moderator of relationships between leader-member exchange (LMX) and performance, turnover intentions, and actual turnover for an executive sample. The sample consisted of 116 new executives who were surveyed prior to starting their employment and at 3 months postentry. A total of 67 senior executives rated these new executives in terms of overall performance at 6 months postentry. Turnover data were gathered from company records 3 1/2 years later. Hierarchical regression results showed that LMX was not related to performance or turnover intentions for those high in extraversion; but for individuals low in extraversion, there was a relation between LMX, performance, and turnover intentions. Furthermore, survival analyses showed that LMX was only related to turnover-hazard rate for individuals low in extraversion.

Author-supplied keywords

  • Executive development
  • Executives
  • Extraversion
  • Job performance
  • Leader-member exchange
  • Turnover

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Authors

  • Talya N. Bauer

  • Berrin Erdogan

  • Robert C. Liden

  • Sandy J. Wayne

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