Does being a leader make them stay?

1.

Does being a leader make them stay?
Short‐ and long‐term effects of
supervisory responsibility on turnover
intentions

2.

Main idea and
purpose of writing
Main idea: show that
supervisory responsibility is
not able to keep employees in
the long term and for this
purpose it is necessary to
apply special HR practices
Purpose of writing:
investigate the dependence
of employee turnover
intentions on supervisory
responsibility, to identify
short-term and long-term
effects

3.

Background of
the research
The main reason for writing this article
was the unresolved contradiction
between two well-known theories in the
existing scientific discourse.
The first theory:
social exchange theory
The second theory:
human capital theory

4.

What did the authors suppose?
• If an individual obtains supervisory
responsibility, it temporarily lowers their
turnover intentions compared to an
individual without supervisory
responsibility
• If an individual obtains supervisory
responsibility, it increases their turnover
intentions in the long run compared to an
individual without supervisory
responsibility
• If an individual with long‐term supervisory
responsibility is offered specialized
practices that enhance their internal career
development, their turnover intentions
decrease compared to an individual
without such practices

5.

Database analysis
METHODS
Expertise of Administrative data from the Integrated
Employment Biographies (IEB)
Survey about employees’ career plans

6.

What did the author
find out?
• Supervisory responsibility has very strong short-term effect;
• Being in a leadership position for a long time really increases the
chance of employee’s turnover, but its value depends on the
presence/absence of special practices;
• The most effective practices that reduce the chance of staff turnover
are appraisal interviews and development plans.
All hypotheses have been confirmed

7.

CONCLUSIONS
• For employers, handing over supervisory
responsibility to an employee can be used as
a short-term retention device
• Employers need to explicitly counteract
long-term turnover-increasing effect when
wanting to retain these managerial skills for
a long period.
• For the most effective retention of
employees, it is necessary to use appraisal
interviews and development plans.