Ties that bind: Examining the effects of social exchange variables on turnover intentions among executives

This research study examined the effects of leader-member exchange (LMX), team-member exchange (TMX), and perceived organizational support (POS) on an executive's intentions to leave an organization. An electronic survey, called the Executive Turnover Intentions Survey, was sent to 412 executives (Directors and above). The response rate was 38%, representing 158 completed surveys.;This is the only study to date that integrates the three main social exchange variables in organizations: a) quality of the relationship with the leader, b) quality of relationship with the organization, and c) quality of the relationship with the team among the executive population. The findings of this study are significant because they illustrate that this sample of executives give more weight to the quality of their relationships with their leaders when contemplating leaving exiting their organizations, than they do with their relationships with their teams or organizations.;This study provided a critical confirmation of the significant and negative association between leader-member exchange (LMX) and turnover intentions among a sample population that has not yet been studied in isolation, the executive population, when measuring the association between these two variables. These findings revealed an important distinction from the majority of past studies in regards to the association between team-member exchange and turnover intentions as well as perceived organizational support and turnover intentions. Overwhelmingly, the literature has suggested that a negative and significant correlation exists between these variables among the general population. However, findings from this study revealed that a statistically significant association did not exist between team-member exchange and turnover intentions as well as perceived organizational support and turnover intentions.;This research study can aid human resources leaders and consultants by giving them the knowledge that the relationship an executive has with his leader is of particular importance with regards to his intention to leave the company. Industrial/organizational psychologists can design interventions to strengthen the relationship between an executive and her leader, while coaching client companies to spend less time and energy on the executive's relationship with the organization and his team.;Further research is suggested in the area of testing interventions that strengthen the relationship between an executive and his or her leader. Understanding more ways to bolster this relationship would better equip human resources leaders and consultants when trying to retain key executives. It is suggested that further researchers expand the sample population to other cultures and non-English speaking executives. The inclusion of more diverse participants would add to the depth of knowledge the academic community currently has in regards to the executive population.