Setting the tone at the top: How the interface processes of organizational climate and non-TMT Managers' leadership transmit TMT cohesion to employees

Anneloes M.L. Raes, Simon B. de Jong, Heike Bruch

Research output: Contribution to journalArticleAcademicpeer-review

Abstract

We explore whether, and how, Top Management Team (TMT) cohesion can affect the collective turnover intentions of employees, through two interrelated interface processes. Based on Social Information Processing theory, we propose that the organization's corrosive climate and non-TMT managers' transformational leadership transmit TMT cohesion-based symbolic and relational information through a moderated-mediation model. The results of our Structural Equations Modelling (SEM) analyses of a multi-source dataset of 96 organizations—including 305 TMT members and 10964 employees split across three surveys—support our hypotheses. Confirmatory Factor Analyses support our measurement model, and the testing of various alternative models indicate that our findings are robust. Overall, our theory and findings highlight a more complex interface perspective on how the TMT affects employees, as key internal stakeholders, and provides a comprehensive model for future work.
Original languageEnglish
Article number102157
JournalLong Range Planning
DOIs
Publication statusE-pub ahead of print - 2021

Keywords

  • top management cohesion
  • interface perspective
  • organizational climate
  • transformational leadership
  • turnover intentions
  • social information processing
  • Quantitative field study

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