Date of Conferral
Doctor of Business Administration (D.B.A.)
Executive-level attrition rates from retiring baby boomers may result in a shortage of qualified junior executives to replace the retirees. The purpose of this correlational study was to examine the efficacy of leadership style and organizational commitment in predicting intent to stay among junior executives. The Multifaceted Leadership Questionnaire, Three-Component Model (TCM) Employee Commitment Survey, and Intent to Stay Scale were administered to 147 junior executives employed in the southern region of the United States. Motivation theory served as the theoretical foundation in this study. The results of the bivariate regression were significant, F(1, 105) = 27.82, p < .001, R2 = .21, suggesting that leadership style significantly predicted intent to stay. The results of the multiple linear regression were significant, F(2, 104) = 19.42, p < .001, R2 = .27, suggesting that the model as a whole was able to significantly predict intent to stay. Affective commitment, B = 0.64, p < .001, was the only significant contributor to the model. The implications for positive social change include the potential to provide senior management with a better understanding of factors that relate to junior executive retention. The potential exists to provide senior executives with the necessary tools to increase retention. The social change implications include the potential for senior management to create a more desirable workplace, higher job satisfaction, and overall organization environment, making it more desirable to stay with the organization.
Anderson, Lorraine Elizabeth, "Relationship Between Leadership, Organizational Commitment, and Intent to Stay Among Junior Executives" (2015). Walden Dissertations and Doctoral Studies. 1184.