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Two faces of leadership: transformational and abusive pathways to job satisfaction, affective organizational commitment, and turnover intentions

2026-02-17Artigo de investigação Acesso aberto
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dc.contributor.authorLopes, Sílvia
dc.contributor.authorMiguel, Rita Lourinho
dc.contributor.authorCerdeira, Diogo
dc.contributor.authorFreitas, Madalena
dc.contributor.authorPereira, Diogo Martins
dc.contributor.authorRodrigues, Anabela
dc.date.accessioned2026-02-27T08:47:23Z
dc.date.available2026-02-27T08:47:23Z
dc.date.issued2026-02-17
dc.description.abstractLeadership styles play a critical role in shaping employees’ work attitudes and intentions to remain with their organizations. This study examines how transformational and abusive leadership relate to turnover intentions, with a focus on how job satisfaction and affective organizational commitment mediate these relationships. Survey data were collected from 304 employees across diverse Portuguese organizations, using validated measures of leadership styles, job satisfaction, affective organizational commitment, and turnover intentions. Using serial multiple regression analyses with bootstrapping procedures, transformational leadership was positively associated with job satisfaction and affective organizational commitment and negatively associated with turnover intentions. In contrast, abusive leadership showed the opposite pattern of associations. Job satisfaction and affective organizational commitment were negatively related to turnover intentions and were identified as key attitudinal intervening variables in the associations between leadership styles and turnover intentions. Overall, the findings highlight contrasting associations between positive and negative leadership styles and key employee attitudes and turnover intentions, underscoring the importance of job satisfaction and affective organizational commitment for understanding employee retention in organizational contexts.eng
dc.identifier.citationLopes, S., Miguel, R. L., Cerdeira, D., & Freitas, M. et al. (in press). Two faces of leadership: transformational and abusive pathways to job satisfaction, affective organizational commitment, and turnover intentions. Psychological Reports. https://doi.org/10.1177/00332941261428064
dc.identifier.doi10.1177/00332941261428064
dc.identifier.issn0033-2941
dc.identifier.otherbe3070b1-f4c3-44d8-84ed-263046ab1c96
dc.identifier.pmid41700774
dc.identifier.urihttp://hdl.handle.net/10400.14/57219
dc.identifier.wos001692002000001
dc.language.isoeng
dc.peerreviewedyes
dc.rights.urihttp://creativecommons.org/licenses/by/4.0/
dc.subjectAbusive leadership
dc.subjectAffective organizational commitment
dc.subjectJob satisfaction
dc.subjectTransformational leadership
dc.subjectTurnover intentions
dc.titleTwo faces of leadership: transformational and abusive pathways to job satisfaction, affective organizational commitment, and turnover intentionseng
dc.typeresearch article
dspace.entity.typePublication
oaire.citation.titlePsychological Reports
oaire.versionhttp://purl.org/coar/version/c_970fb48d4fbd8a85

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