The Unfolding Impact of Leader Identity Entrepreneurship on Burnout, Work Engagement, and Turnover Intentions

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Abstract

The present research expands upon previous theory and empirical work concerning the leadership—health link by examining the lagged effects of leader identity entrepreneurship (i.e., leaders’ creation of a sense of “we” and “us” among team members) on team members’ burnout, work engagementi and turnover intentions. We report results from a 2-wave field study with employees from a large solar panel producing organization in China conducted over a 10-month period. Findings indicate that perceived leader identity entrepreneurship predicted greater subsequent work engagement among team members, as well as lower subsequent burnout and turnover intentions. Moreover, effects on reduced turnover intentions were mediated by reduced burnout and increased work engagement. These findings are the first to examine how leader identity entrepreneurship impacts subsequent employee health and turnover intentions and suggest that leaders help to promote health and well-being in the workplace by creating and developing a sense of shared identity among those they lead.

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