AI Article Synopsis
- The study explores how extraversion influences the relationship between leader-member exchange (LMX) and key outcomes like performance and turnover in new executives.
- It involved 116 new executives surveyed before and after they started their jobs, along with evaluations from 67 senior executives on their performance after 6 months.
- Findings revealed that high extraversion individuals did not show a significant connection between LMX and performance or turnover intentions, while low extraversion individuals did, indicating that personality traits play a crucial role in executive success and retention.
Article 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.
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| http://dx.doi.org/10.1037/0021-9010.91.2.298 | DOI Listing |
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