Retain Employees With Authenticity

Researches focused on the effect of leadership on employees’ attitude and behaviors were almost based on the social exchange theory,under which is the idea of reciprocity where the benefits are given with the expectation of receiving a benefit in return or for the benefits received before.However,reciprocity is not a good explanation for altruistic behaviors,but the communal relationship could.In communal relationship,benefits are given in support of the partner’s welfare or pleasing to the others,which doesn’t create a special debt or obligation to return a comparable benefit.In communal relationship,people will be more willing to express emotion,and the expression of emotion would be reacted to more favorably.The communal relationship between employees and organization showed that the employees took the things of teams as their own and they felt responsible to meet the team members’ benefit.When they were in need,they were more willingly to express it to team members.The stronger the relationship to team,the more team members considered for the team members,and the more they could tolerant,which indicates higher affective commitment and intention to stay.Based on the social information processing theory and the individual-situation interaction theory,this study took the authentic leadership and the employees’authenticity as the independent variables,the communal relationship strength to the team as the mediator,and employees’ affective commitment and intention to stay to the team as the dependent variables to explore their relationships using the regression and the hierarchical linear regression.Also,we thought the authentic leadership and the employees’ authenticity would fit as the time went.The data in this research from 259 employees in 68 teams.It turned out that:(1)The teams’ authentic leadership had a positive direct impact on the employees’affective commitment to the team,and a positive indirect impact on the employees’affective commitment to the team through the communal relationship strength to the team;(2)The teams’ authentic leadership had a positive direct impact on the employees’intention to stay in the team,and a positive indirect impact on the employees’ intention to stay in the team through the communal relationship strength to the team;(3)The employees’ authenticity had a positive direct impact on the employees’affective commitment to the team,and a positive indirect impact on the employees’affective commitment to the team through the communal relationship strength to the team;(4)The employees’ authenticity had a positive totally indirect impact on the employees’intention to stay in the team through the communal relationship strength to the team;(5)The level of affective commitment and intention to stay is highest in group of high authentic leadership and employee’s authenticity.Compare to the group in which the employees’ working time under the current leaders were less than 1 years or more than 1 year but less than 2 years,the number of relationship in which high authentic leadership matched high employees’ authenticity was significant bigger than other relationships in the group where the employees’ working time under the current leaders were more 2 years.