Turning the tide on turnover: The impact of empowering leadership on the work-family spillover of managers.

The aim of this study is to examine the direct and indirect relationships between empowering leadership (EL), work-family spillover and manager turnover intentions, and to explore the moderating impact of perceived organizational support (POS) on these relationships. The study collected data from 220 participants-middle-level managers and their immediate subordinates working in hotels and tourism-related enterprises in central China. The results highlighted a significant relationship between EL and work-family positive spillover (WFPS) and manager turnover intentions, whereas the mediating effect of work-family negative spillover (WFNS) was found to be insignificant. The results further indicated that POS exerted a significant moderating impact on the association between EL and manager turnover intentions, and a significant mediating impact on WFPS. The study also determined that neither the mediating impact of WFNS nor the relationship between EL and WFNS was affected by POS. The study provides a unique perspective on empowering leadership based on the Conservation of Resources theory, and contributes to the understanding of its effects on manager turnover intentions.

A moderated mediation model linking transactive memory system and social media with shared leadership and team innovation.

This study examines how and to what extent social and technological factors promote shared leadership that leads to team innovation in knowledge work teams. It hypothesizes that a transactive memory system influence team innovation and shared leadership conduits the relationship between them. Additionally, the relationship effectiveness between the transactive memory system and shared leadership increases with the use of social media by team members. Time-lagged, multi-sourced data are collected from the information technology industry in China. In addition, we used a network-based measure to assess the level of shared leadership in teams. Empirical analysis found support for the hypotheses of this study. The results reveal that transactive memory system is a significant predictor of team innovation and the shared leadership channels the relationship between transactive memory system and team innovation. Furthermore, use of social media by team members amplifies the relationship between transactive memory system and shared leadership. The implications of the study are discussed in the later sections.