text stringlengths 159 512 | source_url stringclasses 5
values | source_title stringclasses 5
values | source_domain stringclasses 4
values | license_type stringclasses 2
values | attribution_required bool 1
class | attribution_text stringclasses 1
value | license_url stringclasses 1
value | relevance_score float64 0.31 0.69 | quality_score float64 0.61 0.89 | topics stringlengths 2 75 | character_count int64 159 512 | subject_name stringclasses 1
value | subject_type stringclasses 1
value | extraction_date stringdate 2026-04-14 19:40:40 2026-04-14 19:40:40 | embedding listlengths 384 384 |
|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|---|
agement, reduce turnover, and create scalability. In the words of Joe Spadaford, “We want our organizations to be both efficient and effective, so we should make sure most jobs are well designed in this digital world.” We couldn’t agree more. admin 2022-02-21T11:58:09-05:00 Share This Story, Choose Your Platform! Twitt... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.394 | 0.802 | ["career", "philosophy"] | 337 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.323728 | [
-0.014516436494886875,
0.027145138010382652,
0.01653645932674408,
0.004118337761610746,
0.03551921620965004,
-0.0008461370598524809,
-0.04966173693537712,
-0.003938350826501846,
-0.028638213872909546,
0.022204086184501648,
-0.013721946626901627,
0.11333437263965607,
0.004872746765613556,
0... | ||
Previous View Larger Image Work Design: Let’s Make Work Motivating and Productive In this time of “The Great Resignation” organizations and leaders need to create work that is intrinsically meaningful. But they often have no idea where to start. How do we create jobs that people genuinely want to do and help them becom... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.389 | 0.878 | ["career", "leadership", "motivation"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.324262 | [
-0.04871028661727905,
0.09692058712244034,
0.013338843360543251,
-0.020518304780125618,
0.020340995863080025,
0.02741001360118389,
0.0027469827327877283,
0.041821494698524475,
0.0033753870520740747,
0.003181333653628826,
-0.06655129790306091,
0.06292577087879181,
-0.01582232117652893,
0.07... | ||
o.” Motivational Work Design offers a framework for creating a truly competitive work product. The pandemic fundamentally changed how we work. For almost two years, offices around the world stood empty and people did their jobs from home. Now, as companies eye returning to in-person work, they face some harsh realities... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.413 | 0.852 | ["strategy", "motivation", "career", "family", "philosophy"] | 482 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.324548 | [
-0.019770832732319832,
0.0277996975928545,
0.010710367932915688,
-0.024171046912670135,
0.0800974890589714,
0.03719315305352211,
0.031205173581838608,
0.06154564768075943,
0.005566942971199751,
-0.057519782334566116,
-0.08806057274341583,
0.10463564842939377,
-0.029537979513406754,
0.04453... | ||
rform at a high level without direct supervision. We have difficulty finding and retaining talent—with staff turnover at record levels, leaving many positions unfilled. We also have issues with staff placed in unproductive roles, and not adding enough value to the organization. These are real challenges!” Organizations... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.425 | 0.86 | ["crisis", "strategy", "philosophy"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.324721 | [
-0.010548998601734638,
-0.05214107409119606,
-0.07125332951545715,
0.09351682662963867,
0.027329230681061745,
-0.01969110034406185,
-0.04078545421361923,
-0.016978587955236435,
-0.037257932126522064,
-0.03134375438094139,
-0.011062008328735828,
0.05683022364974022,
0.01803063042461872,
0.0... | ||
is the predominance of work-life in this exploration. With more time for self-reflection during the pandemic, many employees are now asking themselves what they want and need from work, and it goes well beyond a bigger paycheck. Those who determine that their current role isn’t delivering on their deeper needs, are loo... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.503 | 0.838 | ["communication", "career", "salary", "rhetoric"] | 432 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.324867 | [
0.044575147330760956,
-0.04157056659460068,
0.08492835611104965,
0.019470591098070145,
0.04435557499527931,
0.008668668568134308,
0.03271995484828949,
0.02129611186683178,
-0.019535034894943237,
-0.029008304700255394,
-0.08300887793302536,
0.007056625559926033,
-0.06266782432794571,
-0.021... | ||
lable, they’re finding plenty of places to apply. The pandemic is also amplifying some long-standing trends in the workplace: employee engagement has run stubbornly low for the last fifteen years and, according to Gallup, no more than a third of the workforce is seen as engaged. Younger generations – the Millennials an... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.357 | 0.864 | [] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.324982 | [
0.04114124923944473,
-0.006336759310215712,
0.06779126077890396,
0.03738478571176529,
0.061740681529045105,
0.04113902151584625,
-0.014619598165154457,
0.028537116944789886,
-0.025746813043951988,
-0.057275790721178055,
-0.024815868586301804,
0.03877314180135727,
0.014443681575357914,
-0.0... | ||
logy to work; demand opportunities to grow; and change jobs more quickly if those expectations go unmet. The struggle for talent is real – especially for those in knowledge-intensive industries. So how can today’s leaders retain and attract workers with shifting employee expectations and a tight labor market? We’re see... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.562 | 0.846 | ["leadership", "innovation", "career", "salary", "economy"] | 509 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.325124 | [
0.007468097843229771,
-0.0011032496113330126,
0.04447925463318825,
0.009936468675732613,
0.029276298359036446,
0.0015730095328763127,
0.015077529475092888,
-0.032968562096357346,
-0.020185651257634163,
-0.00546248210594058,
-0.03315813094377518,
0.07944701611995697,
0.01823192648589611,
0.... | ||
nding efforts, and publishing purpose statements. But in most cases, the response to the talent challenge falls flat because it fails to consider the most important variable: the design of the work itself. The underlying issue for employers struggling to retain and recruit talent is that their offering is not competiti... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.438 | 0.854 | ["crisis", "career", "interview", "salary"] | 473 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.325276 | [
-0.022797444835305214,
0.08340819925069809,
0.023987188935279846,
-0.004546630661934614,
0.04660770669579506,
0.06627616286277771,
0.0019641914404928684,
0.03501419723033905,
-0.059377074241638184,
-0.08287937939167023,
-0.13276320695877075,
-0.016845257952809334,
0.025225715711712837,
-0.... | ||
ell to their customer, the employee or candidate. And the way we typically define jobs lies at the heart of the problem. When hiring, leaders copy and paste job descriptions, organizational structures, and process designs from past positions. This is just one of the reasons job descriptions within a certain industry or... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.54 | 0.862 | ["career", "interview", "economy", "leadership", "decision_making"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.325414 | [
-0.09607286006212234,
0.010380416177213192,
0.04618140682578087,
-0.009777342900633812,
0.024171466007828712,
-0.03225429356098175,
-0.01779290847480297,
-0.06511572003364563,
0.10058826953172684,
-0.06850369274616241,
-0.04755457118153572,
0.011668157763779163,
0.020511873066425323,
-0.05... | ||
ized roles and elaborate hierarchies managed and controlled how work got done. What we fail to consider, though, is that these industrial models are ill-suited for the design of knowledge work. They fail to address the fundamental psychological needs of those we want to do the job. And that is no longer acceptable. Not... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.427 | 0.876 | ["education", "communication", "decision_making", "crisis", "career"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.325554 | [
0.02838442474603653,
0.018160313367843628,
0.009558573365211487,
0.038475703448057175,
0.0034549571573734283,
-0.029078954830765724,
-0.01654490828514099,
0.014137202873826027,
-0.01725316420197487,
0.02518482692539692,
-0.04235316067934036,
0.14739622175693512,
0.037572458386421204,
0.070... | ||
echnology and tools that enable us, and knowledge of the result or how well we did. When these deeper needs are met, we experience work as motivating. When they are not, however, it can lead to employee disengagement and turnover. Extensive research over the last fifty years has proven this point again and again we’re ... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.385 | 0.844 | ["education"] | 419 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.325679 | [
-0.00832870602607727,
0.14230743050575256,
0.05832205340266228,
0.01596176065504551,
0.020272502675652504,
0.0039044423028826714,
-0.012717057950794697,
-0.0315861776471138,
0.028753960505127907,
-0.016002554446458817,
-0.04220607504248619,
0.03243901953101158,
-0.020428841933608055,
0.039... | ||
n done right, work design can provide a solution. Identifying Work Design Opportunities The starting point for any work design effort is to identify where within an organization it could make a difference. Various survey-based tools can identify specific jobs that could be improved and where these jobs are lacking in r... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.544 | 0.866 | ["career", "decision_making"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.325832 | [
-0.03370581194758415,
0.04729640483856201,
0.00019585844711400568,
-0.0010497666662558913,
0.02386237122118473,
0.013425151817500591,
-0.01570877805352211,
-0.030361821874976158,
-0.05266641080379486,
-0.011582436040043831,
-0.11130626499652863,
0.0095757395029068,
-0.049993790686130524,
0... | ||
The outcome is very important to others Entirety : Being responsible for the entire work product Variety : Being able to apply a broad range of skills Tech : The technology used is fit for purpose With that data in hand, companies can zero in on where work is broken and what is missing from their job offerings. They ca... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.578 | 0.702 | ["leadership", "career"] | 420 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.325964 | [
-0.05239100754261017,
0.07751021534204483,
0.029425786808133125,
-0.0337551087141037,
0.02715548500418663,
0.04763093218207359,
0.034588493406772614,
-0.016080938279628754,
-0.010706677101552486,
-0.02261693961918354,
-0.008576413616538048,
0.07182860374450684,
0.0031906221993267536,
-0.00... | ||
itment to act, an imperative piece in the puzzle. How To Redesign Work for Impact To be successful, a work design effort requires an integrated approach. It must be tied to the organization’s goals and culture to ensure a good fit for those participating. From there, deliberately designing jobs to be intrinsically moti... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.433 | 0.872 | ["career", "war_conflict"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.326092 | [
-0.00941143836826086,
0.08674541115760803,
0.02917802706360817,
-0.07600874453783035,
0.026461606845259666,
-0.006727632600814104,
0.038227733224630356,
-0.016549434512853622,
-0.04159509763121605,
0.0018302869284525514,
-0.1418425738811493,
-0.013126051053404808,
-0.042610812932252884,
0.... | ||
b – what is done that needs to be done, and what is being done that is not. For example, you could decide how to eliminate reports that no one uses or free up employees from non-mission critical tasks. Combine tasks that fit together, creating natural work units or clusters, to create a functional work design – which o... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.402 | 0.864 | ["management", "decision_making", "networking"] | 488 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.326230 | [
-0.012639719992876053,
0.052579138427972794,
-0.04525290057063103,
-0.031811490654945374,
-0.012140817940235138,
0.013129722326993942,
-0.0005090294289402664,
-0.013407903723418713,
0.00708067836239934,
0.04733112454414368,
-0.02248462475836277,
-0.008964468725025654,
-0.006413854192942381,
... | ||
rate direct feedback and increase accountability. Increase autonomy – if you give people the necessary knowledge, tools, and training to be accountable for work, then you can ‘vertically load’ some of the management responsibilities as well as tasks. Provide direct and immediate feedback. When employees get immediate f... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.567 | 0.842 | ["management", "education"] | 456 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.326378 | [
-0.03239813074469566,
0.011482573114335537,
-0.002459291834384203,
-0.000642098078969866,
-0.06653789430856705,
-0.020333629101514816,
0.011796841397881508,
0.04740419611334801,
0.006893702782690525,
-0.02204836905002594,
0.05341699719429016,
0.0455615371465683,
-0.010044814087450504,
0.03... | ||
kely to feel engaged and empowered in their role. As work design expert John Uzzi puts it: “Drop the carrot, drop the stick. Bring meaning.” Clearly this is an idea whose time has come. Implementing the Design So how do you begin implementing a motivational work design model? Should it be top down, or is an incremental... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.424 | 0.858 | ["motivation"] | 449 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.326508 | [
0.0031772619113326073,
0.048576753586530685,
0.011602429673075676,
-0.02695952169597149,
-0.02575915865600109,
0.01557074673473835,
-0.01106037013232708,
0.11055421084165573,
0.036758970469236374,
-0.043632932007312775,
-0.09600166976451874,
0.03014567494392395,
0.014216246083378792,
0.052... | ||
eople in developing their own design, the better. Leadership needs be on-board because without buy-in, nothing will happen. But those actually doing the work must be involved and encouraged to offer their ideas and suggestions for how redesign the work. Without that, it’s hard to make meaningful, lasting change. As Joh... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.404 | 0.874 | ["leadership", "motivation"] | 509 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.326649 | [
-0.0010998505167663097,
0.11600656062364578,
0.029665140435099602,
-0.03621366247534752,
0.007825188338756561,
-0.027715053409337997,
-0.062081437557935715,
0.056586652994155884,
0.038661930710077286,
0.019773030653595924,
-0.11691614985466003,
0.08333411067724228,
-0.0280134379863739,
-0.... | ||
ork, the better. They are the people who know it. And if they don’t know they will know that. And they will tell you that and then figure out who does know it.” What are the Benefits of Work Design? Redesigning work to be fit for humans has benefits that extend far beyond having a more engaged workforce. You also see: ... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.545 | 0.88 | ["salary", "strategy"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.326788 | [
-0.04968487098813057,
0.14494037628173828,
0.027184348553419113,
-0.03017129935324192,
0.0042889113537967205,
0.03546547517180443,
0.014103095047175884,
0.036342207342386246,
0.043944984674453735,
0.02828124910593033,
-0.11117975413799286,
0.10744032263755798,
-0.04803098738193512,
-0.0130... | ||
ed for layer upon layer of supervision to manage performance and coordinate how work gets done . It also results in a better customer experience , which is especially important for service businesses. Leaders of work design efforts can develop a competitive work product: jobs that are intrinsically motivating and produ... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.564 | 0.84 | ["leadership", "strategy", "career", "philosophy"] | 482 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.326935 | [
-0.11849135160446167,
0.06382240355014801,
0.036050088703632355,
-0.03280343487858772,
-0.019204305484890938,
0.015828518196940422,
-0.004117465578019619,
0.020183032378554344,
0.0556890033185482,
-0.03592108562588692,
-0.11164477467536926,
0.0967356264591217,
-0.007557645905762911,
0.0335... | ||
atisfaction, higher productivity, and lower cost. How Do You Know if Work Design is Right for You? Are you seeing high employee turnover and low customer satisfaction? Then you might be a perfect fit for this solution. But what about cutting costs? You don’t start a work design effort to simply save money – you do it b... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.318 | 0.85 | [] | 422 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.327034 | [
-0.04830535128712654,
0.06977728754281998,
0.006047694943845272,
-0.06646399199962616,
0.03828318044543266,
0.08544857800006866,
-0.019635392352938652,
0.04344601556658745,
0.033528927713632584,
0.021555135026574135,
-0.05834450572729111,
0.0673227533698082,
-0.03156596049666405,
-0.003959... | ||
r a higher service or product for your customers. You probably will save money along the way, but it should not be the main driver for work design. Work design is not a one-size-fits-all solution and should be tailored to its context and company culture. And it might not be appropriate when the work itself is distastef... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.373 | 0.846 | [] | 417 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.327090 | [
-0.09291671216487885,
0.0748402401804924,
-0.04612547159194946,
-0.07192312926054001,
-0.017521759495139122,
0.06200393661856651,
-0.023599768057465553,
0.07680971920490265,
0.0014114525401964784,
-0.019812434911727905,
-0.12737542390823364,
0.14715659618377686,
0.015260234475135803,
0.075... | ||
ation is too small to have it make a real impact. Conclusion An effective work design effort can be a powerful tool in an organization’s arsenal to reduce turnover in this unprecedented time of competing for talent. Often, the approach can also help people grow into larger roles in the workplace. And if done well, a wo... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.563 | 0.876 | [] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.327216 | [
0.000928474881220609,
0.10775712877511978,
0.02221900038421154,
-0.023452773690223694,
0.03057004138827324,
0.04577232524752617,
0.009478813968598843,
0.034620251506567,
0.02605152316391468,
-0.03982964903116226,
-0.1328703761100769,
0.09582410007715225,
-0.027972327545285225,
-0.005606054... | ||
d doing the right things is becoming more and more important. Motivational work design provides a unique opportunity to foster increased meaning and engagement in our occupations – an important aspect of our lives. As many companies question whether and how to bring people back to the office, work design can offer a po... | https://purpose.works/2022/02/21/work-design-lets-make-work-motivating-and-productive/ | Work Design: Let's Make Work Motivating and Productive | purpose.works | unknown | false | 0.554 | 0.838 | ["motivation"] | 443 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.327278 | [
-0.09685935080051422,
0.09754228591918945,
0.02309405617415905,
-0.04024030268192291,
0.0041242679581046104,
0.07387044280767441,
0.00441069295629859,
-0.01145867258310318,
0.017049668356776237,
-0.001963243819773197,
-0.10315989702939987,
0.1618625819683075,
-0.03395874798297882,
0.048529... | ||
feel personal obligation for constructive change. In this sense, strengths-based leadership as a crucial work resource ( Ding and Yu, 2021a ) might positively influence employees’ felt obligation for constructive change. Second, strengths-based leaders provide employees more autonomy to use strengths at work, which sat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.674 | 0.854 | ["leadership", "career"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.528124 | [
-0.06281920522451401,
0.05079343914985657,
0.003810747293755412,
-0.06353826820850372,
-0.019863585010170937,
-0.059039440006017685,
0.04859050735831261,
-0.023331599310040474,
-0.021376634016633034,
-0.013285890221595764,
-0.007174336351454258,
0.05550557002425194,
-0.03223256766796112,
0... | ||
constructive change is contingent on job control. Accordingly, we further expect that job control as a substitute of strengths-based leadership negatively moderates the mediational effect of felt obligation for constructive change on the relationship between strengths-based leadership and employee turnover intention. H... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.493 | 0.836 | ["leadership", "career", "networking"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.528367 | [
-0.03888656198978424,
0.023101337254047394,
0.044312190264463425,
0.025113683193922043,
0.012401946820318699,
-0.0014707251684740186,
0.05776326730847359,
-0.039679642766714096,
0.011601965874433517,
-0.017181942239403725,
-0.01993929035961628,
0.03952451050281525,
-0.007768366485834122,
0... | ||
Front Psychol . 2022 Apr 13;13:786551. doi: 10.3389/fpsyg.2022.786551 Strengths-Based Leadership and Turnover Intention: The Roles of Felt Obligation for Constructive Change and Job Control Xixi Chu Xixi Chu 1 School of Management and Economics, Beijing Institute of Technology, Beijing, China Find articles by Xixi Chu ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.647 | 0.864 | ["education", "leadership", "management", "career", "economy"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.528464 | [
-0.04975118115544319,
0.06726156175136566,
0.00768425315618515,
0.02284056693315506,
0.039266474545001984,
-0.001969755394384265,
0.09650393575429916,
-0.025169461965560913,
0.012353665195405483,
-0.004961097147315741,
0.012693111784756184,
0.02703620120882988,
-0.0029951620381325483,
0.02... | ||
, Lihua Zhang Lihua Zhang 3 School of Labor and Human Resources, Renmin University of China, Beijing, China Find articles by Lihua Zhang 3 , Zhuyi Angelina Li Zhuyi Angelina Li 4 School of Business, Renmin University of China, Beijing, China Find articles by Zhuyi Angelina Li 4 Author information Article notes Copyrigh... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.536 | 0.71 | ["education", "management", "philosophy", "economy"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.528601 | [
0.0005380966467782855,
0.04181702435016632,
0.017697453498840332,
0.05335720255970955,
0.06972520053386688,
0.015359329991042614,
0.05594010651111603,
-0.041839368641376495,
0.03221431374549866,
0.025044148787856102,
0.03871537744998932,
0.011729578487575054,
0.03248913958668709,
0.0182182... | ||
gement, North China Electric Power University, Beijing, China 3 School of Labor and Human Resources, Renmin University of China, Beijing, China 4 School of Business, Renmin University of China, Beijing, China Edited by: Carlos Francisco De Sousa Reis, University of Coimbra, Portugal Reviewed by: Siti Aisyah Binti Panat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.584 | 0.84 | ["education", "economy"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.528708 | [
0.004954409785568714,
0.10902868956327438,
0.019847145304083824,
0.04647897928953171,
0.03991429880261421,
-0.022831490263342857,
0.04127988591790199,
-0.042559437453746796,
0.0977332815527916,
0.007272558752447367,
0.0029924605041742325,
0.002501073060557246,
0.002756801899522543,
-0.0016... | ||
rticle was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology Received 2021 Sep 30; Accepted 2022 Mar 8; Collection date 2022. Copyright © 2022 Chu, Ding, Zhang and Li. This is an open-access article distributed under the terms of the Creative Commons Attribution License (CC BY). T... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.581 | 0.858 | ["innovation"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.528794 | [
0.04129451885819435,
0.08143643289804459,
-0.031263235956430435,
0.10992933064699173,
0.035825785249471664,
-0.008656960912048817,
0.030400095507502556,
-0.023926839232444763,
0.05980447307229042,
0.03152856230735779,
0.016173548996448517,
0.0994172915816307,
-0.03963283449411392,
0.007829... | ||
that the original publication in this journal is cited, in accordance with accepted academic practice. No use, distribution or reproduction is permitted which does not comply with these terms. PMC Copyright notice PMCID: PMC9043138 PMID: 35496224 Abstract This study draws on the substitutes for leadership theory to inv... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.648 | 0.848 | ["leadership", "career", "education"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.528862 | [
-0.05593310669064522,
0.05344366654753685,
0.015443474985659122,
0.0024619032628834248,
0.03861212357878685,
-0.01771819405257702,
0.0636107474565506,
-0.01227916032075882,
-0.020450534299016,
0.01028694212436676,
0.004825687501579523,
0.03992757946252823,
0.001603862619958818,
0.057062253... | ||
ctive change and the moderating role of job control in the linkage. Data were collected using a three-wave survey from a sample of 317 employees working in a variety of enterprises in China. The multiple regression analyses with bootstrapping procedure were utilized to examine the proposed hypotheses. The results indic... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.635 | 0.842 | ["leadership", "networking", "career"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.528931 | [
-0.034707337617874146,
0.003071007551625371,
0.029184987768530846,
0.031711943447589874,
0.0004741151351481676,
0.005620026960968971,
0.006260069552809,
-0.03662026673555374,
-0.044245194643735886,
-0.0038831725250929594,
0.05509423092007637,
0.034903161227703094,
-0.008965007960796356,
0.... | ||
e relationship between strengths-based leadership and turnover intention. Furthermore, job control, acting as a substitute for strengths-based leadership, negatively moderates the indirect relationship between strengths-based leadership and turnover intention via felt obligation for constructive change. This study cont... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.675 | 0.82 | ["leadership", "networking", "career", "education"] | 478 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529010 | [
-0.024168668314814568,
0.03232328221201897,
0.03896196931600571,
0.011549370363354683,
0.0019528856500983238,
-0.027297869324684143,
0.033307336270809174,
-0.021538514643907547,
0.008763501420617104,
-0.02000591531395912,
-0.012445389293134212,
0.05119871348142624,
0.000003448112920523272,
... | ||
g our understanding of the effect of job control. Keywords: strengths-based leadership, felt obligation for constructive change, job control, turnover intention, substitutes for leadership theory Introduction According to a report released by 51JOBS, China’s largest human resource service provider, the overall Chinese ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.487 | 0.826 | ["leadership", "career"] | 451 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529088 | [
-0.05191870406270027,
0.029111383482813835,
0.051442962139844894,
0.06213640049099922,
0.03251074254512787,
0.06750525534152985,
0.023888206109404564,
-0.0673508271574974,
-0.025382786989212036,
0.005558767355978489,
0.06059250980615616,
0.06660855561494827,
-0.0017613896634429693,
0.02105... | ||
4.1%, which are much higher than other countries. Frequent staff turnover entails costs to organizations, increases loss of tacit knowledge and social capital, and can trigger other employees’ emotional instability and turnover contagion within the organization ( Heavey et al., 2013 ; Itzchakov et al., 2022 ). Hence, i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.367 | 0.828 | ["education"] | 432 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529158 | [
0.03371478244662285,
-0.00993497297167778,
0.08309776335954666,
0.043852582573890686,
0.08777306973934174,
0.02094266004860401,
0.07536336779594421,
-0.003904606681317091,
0.0670565813779831,
-0.05273272842168808,
0.08363350480794907,
0.0111300153657794,
0.0201020035892725,
0.0193098913878... | ||
yee turnover and reduce their turnover intention. Turnover intention, defined as the possibility that an employee will leave the employing institution and seek other job opportunities ( Mobley, 1977 ), is the strongest single predictor of actual turnover ( Hom et al., 2012 ). A recent meta-analysis argued that leaders ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.383 | 0.862 | ["leadership", "ethics", "career"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529247 | [
-0.023858213797211647,
0.00748048210516572,
0.040140554308891296,
-0.006663483567535877,
0.10742536187171936,
0.016682982444763184,
0.09670864790678024,
-0.05330853536725044,
0.08492619544267654,
-0.03586988523602486,
0.031587980687618256,
0.0847863256931305,
-0.03267389163374901,
0.047108... | ||
ical leadership ( Demirtas and Akdogan, 2015 ) and transformational leadership ( Oh and Chhinzer, 2021 ), can effectively reduce employee turnover intention. However, there remains a dearth of literature on the relationship between strengths-based leadership and employee turnover intention. Strengths-based leadership r... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.572 | 0.84 | ["leadership", "networking", "philosophy"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529336 | [
-0.03983829915523529,
0.07433092594146729,
0.024837559089064598,
-0.018160372972488403,
-0.02006153017282486,
-0.03172741085290909,
0.03528636321425438,
-0.021938538178801537,
0.034214362502098083,
-0.06287482380867004,
-0.013880133628845215,
0.07036318629980087,
-0.013311563991010189,
0.0... | ||
nd their followers in order to improve individual and organizational performance ( Ding and Yu, 2021b ). Extant study has demonstrated that strengths-based leadership encourages employees to use their own strengths at work ( Ding and Yu, 2021a ), so as to improve their task performance ( Ding et al., 2020 ) and innovat... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.654 | 0.846 | ["leadership", "philosophy", "education"] | 432 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529410 | [
-0.03512996807694435,
0.09256217628717422,
0.016329504549503326,
-0.028669798746705055,
-0.041361548006534576,
-0.03821053355932236,
0.03818050026893616,
-0.011241156607866287,
-0.037504930049180984,
-0.03688766434788704,
-0.004584998358041048,
0.09335549920797348,
-0.004543133080005646,
-... | ||
psychological well-being ( Ding and Yu, 2021b ). These findings provide promising evidence for the relationship between strengths-based leadership and employee turnover intention. Indeed, a 2-year case study of St Lucie Medical Center in Florida indicated that properly leveraging top leaders’ and employees’ strengths c... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.652 | 0.82 | ["leadership", "networking", "career", "education"] | 430 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529490 | [
-0.007207568269222975,
0.07861277461051941,
0.02838185615837574,
0.044353462755680084,
0.029361966997385025,
-0.007939450442790985,
0.037893809378147125,
-0.028043577447533607,
0.0015789051540195942,
-0.04320774972438812,
-0.03331123664975166,
0.07099715620279312,
-0.015270364470779896,
-0... | ||
engagement and job satisfaction ( Burkus, 2011 ). In addition, a study based on 7 industries in 45 countries showed that strengths interventions can reduce turnover by 26- to 72-point in high-turnover organizations and by 6- to 16-point in low-turnover organizations ( Rigoni and Asplund, 2016 ). Unfortunately, few empi... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.665 | 0.842 | ["leadership", "networking", "career", "education"] | 503 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529561 | [
0.023560721427202225,
0.06355150043964386,
-0.004189308267086744,
0.033363647758960724,
0.03775963932275772,
-0.006883139722049236,
0.03257692605257034,
0.009245571680366993,
-0.0020549220498651266,
-0.060381557792425156,
-0.0011948508908972144,
0.06863406300544739,
0.00553027493879199,
0.... | ||
ounting for this relationship are underdeveloped. Therefore, we aim to redress these gaps by proposing a moderated mediation model regarding strengths-based leadership and turnover intention. Substitutes for leadership theory are a theoretical framework developed on the basis of path-goal theory to explain the continge... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.494 | 0.834 | ["leadership", "networking"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529634 | [
0.025718268007040024,
0.03216714411973953,
0.024205438792705536,
0.023190844804048538,
0.050181593745946884,
-0.004242786671966314,
0.030344195663928986,
0.0035464128013700247,
0.05595960095524788,
-0.03725670278072357,
0.008976218290627003,
0.04699907824397087,
0.03811544179916382,
0.0855... | ||
hlighting the importance of situational factors ( Kerr and Jermier, 1978 ). Based on the substitutes for leadership theory, individual characteristics affected by leader behavior (e.g., subordinate professional orientation) can transmit the influence or importance of the leader behavior on some performance or consequen... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.61 | 0.852 | ["leadership", "career", "philosophy"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529702 | [
0.0014180538710206747,
0.06296097487211227,
0.03517625480890274,
-0.01641426980495453,
0.058859214186668396,
0.02135731838643551,
0.044911786913871765,
-0.01210557110607624,
0.0056656100787222385,
0.045609861612319946,
0.03820879012346268,
0.07332594692707062,
-0.003531091148033738,
0.0787... | ||
ss to put more effort into the work, as well as bring about improvement and new procedures and correct broader problems ( Fuller and Hester, 2010 ). It can be considered as such an individual characteristic ( Fuller and Hester, 2010 ). Specifically, when employees perceive that their leaders give them more autonomy to ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.446 | 0.844 | ["leadership"] | 415 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529773 | [
-0.006010924465954304,
0.032874882221221924,
-0.027964359149336815,
0.00040886286296881735,
0.008078123442828655,
0.027775658294558525,
0.01862242817878723,
0.018441002815961838,
0.001714153098873794,
-0.016331560909748077,
0.020306196063756943,
0.09781237691640854,
-0.00015995182911865413,
... | ||
autonomy can be fulfilled ( Kong and Ho, 2016 ). The increased job autonomy can lead individuals to believe that their work product is a function of their own decisions and efforts, thus enhancing their feeling of obligation for their work product ( Hackman and Oldham, 1980 ; Ding and Yu, 2021b ) and ultimately forming... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.446 | 0.706 | ["career", "decision_making", "motivation", "philosophy"] | 462 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529844 | [
-0.04898731783032417,
-0.014815982431173325,
0.02274193987250328,
-0.053248532116413116,
0.014171545393764973,
-0.058299291878938675,
0.07253190875053406,
-0.013477125205099583,
-0.026776278391480446,
-0.013944047503173351,
0.060103148221969604,
0.06380092352628708,
0.004882344976067543,
0... | ||
s applied to further examine the indirect effect. Results showed that the indirect effect of strengths-based leadership on turnover intention through felt obligation for constructive change was significant [indirect effect = −0.08, CI: (−0.14, −0.03)]. Additionally, the direct effect between strengths-based leadership ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.642 | 0.688 | ["leadership"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529910 | [
-0.011227850802242756,
0.03647361695766449,
0.030552487820386887,
-0.01765645667910576,
0.016604918986558914,
-0.023442210629582405,
0.008567175827920437,
-0.008114711381494999,
0.03599522262811661,
-0.014074457809329033,
0.0010885647498071194,
0.030179442837834358,
0.006805154494941235,
0... | ||
uality of their work ( Fuller and Hester, 2010 ). Hence, it is feasible to expect that strengths-based leadership has a negative association with employee turnover intention via felt obligation for constructive change. Additionally, study has also pointed that the effectiveness of leadership depends on work characteris... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.536 | 0.86 | ["leadership", "career", "social_justice", "education"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.529991 | [
-0.05787539854645729,
0.03042684681713581,
0.010512465611100197,
0.03202307969331741,
0.023280879482626915,
0.025597723200917244,
0.06732669472694397,
-0.04961112141609192,
-0.018977150321006775,
0.009177000261843204,
0.0301959365606308,
0.06466464698314667,
0.0150624243542552,
0.034379381... | ||
ves employees substantial freedom, independence, and discretion in scheduling and performing their job ( Hackman, 1976 ). According to Yperen and Hagedoorn (2003) , enhancing job control cannot only reduce work stress, but also increase employee intrinsic work motivation. As such, we expect job control to act as a mode... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.484 | 0.824 | ["career", "leadership", "motivation", "networking", "social_justice"] | 425 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.530063 | [
-0.09442317485809326,
0.02840447798371315,
0.0026376608293503523,
-0.002810206962749362,
0.04885578900575638,
0.0036405811551958323,
0.03067801520228386,
-0.00519201997667551,
-0.029297344386577606,
0.031591128557920456,
-0.06284631043672562,
0.09131883084774017,
0.009951007552444935,
0.00... | ||
ship and felt obligation for constructive change. Substitutes for leadership theory argue that certain organizational characteristics (i.e., characteristics of the organization, the subordinate, and the task) can substitute or neutralize the effects of the leader’s behaviors ( Kerr and Jermier, 1978 ). Higher levels of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.604 | 0.842 | ["leadership", "career", "social_justice"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.530166 | [
-0.06456757336854935,
0.022152749821543694,
0.041253916919231415,
0.014462728053331375,
0.024225790053606033,
0.027119096368551254,
0.011157146655023098,
-0.053364310413599014,
-0.0063085611909627914,
0.05821645259857178,
0.05061318725347519,
0.07623793184757233,
0.0023936780635267496,
0.0... | ||
tion to employees on their day-to-day job, leading to a greater satisfaction with the need for autonomy and job experience ( Frank and David, 2001 ), which helps shape their feeling of obligation ( Hackman and Oldham, 1980 ). Therefore, we expect that job control will act as a substitute for strengths-based leadership,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.541 | 0.704 | ["leadership", "career", "networking"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.530264 | [
-0.12347789853811264,
-0.0035744046326726675,
-0.01814967766404152,
0.03582454472780228,
-0.026734044775366783,
-0.03197619691491127,
0.061350204050540924,
-0.03798702731728554,
-0.025110915303230286,
-0.0473121777176857,
-0.0037912758998572826,
0.03417959809303284,
-0.013990210369229317,
... | ||
strengths-based leadership with turnover intention via felt obligation for constructive change will be weaker under higher, rather than lower, levels of job control. Taken together, this study offers three contributions to previous literature on the strengths-based leadership and turnover intention. First, by presentin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.67 | 0.846 | ["leadership", "career", "education"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.530336 | [
-0.05260036885738373,
0.010417446494102478,
0.03375863656401634,
-0.008053909987211227,
0.026736408472061157,
-0.033033743500709534,
0.03693357855081558,
-0.02343744784593582,
0.005668416619300842,
-0.012351938523352146,
-0.00871235877275467,
0.033207446336746216,
-0.010883950628340244,
0.... | ||
d Quan (2021) on how individual characteristics transmit the influence or importance of strengths-based leadership behaviors on some performance or consequence, providing a new insight into the psychological mechanism underlying the relationship between strengths-based leadership and turnover intention. In doing so, we... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.653 | 0.836 | ["leadership", "communication", "networking", "philosophy"] | 486 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.530410 | [
-0.028076782822608948,
0.026348361745476723,
0.08240225911140442,
0.017132597044110298,
0.05099717527627945,
-0.010403885506093502,
0.02020895481109619,
0.0020803732331842184,
0.06300792843103409,
-0.039714060723781586,
-0.009525498375296593,
0.05231183022260666,
0.017624132335186005,
0.06... | ||
ader effects that may be mediated by substitutes. Second, in contrast to other leadership theories, substitutes for leadership theory recognize the role of followers in the leadership process ( Mostafa, 2018 ). By assessing whether employees’ job control may substitute the role of strengths-based leadership in the rela... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.486 | 0.842 | ["leadership", "networking", "career", "education"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.530490 | [
-0.039184991270303726,
0.008039258420467377,
0.03751209005713463,
0.025386665016412735,
0.031013019382953644,
-0.027457544580101967,
0.0037693120539188385,
-0.01795082911849022,
0.00865096878260374,
-0.011928562074899673,
-0.005012806970626116,
0.07263128459453583,
-0.012888926081359386,
0... | ||
literature on substitutes for leadership theory, highlights the potential role of job control as an important boundary condition of strengths-based leadership, and helps to find a way through which organization can enhance the effectiveness of strengths-based leadership in terms of increased felt obligation for constru... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.673 | 0.84 | ["leadership", "communication", "career"] | 510 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.530565 | [
-0.04009544476866722,
0.02471679262816906,
0.04624905437231064,
0.014128771610558033,
-0.0012811323394998908,
-0.0005071456544101238,
0.023237958550453186,
-0.02096133679151535,
0.0010338977444916964,
-0.004545767791569233,
-0.047302741557359695,
0.08520772308111191,
-0.0099425558000803,
0... | ||
ship and substantiating its relevance, we address the concern of overreliance of prior strengths-based leadership research on the conservation of resources, self-determination, and job demands-resources theories. Theory and Hypotheses Strengths-Based Leadership and Turnover Intention Strengths-based leadership, as an i... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.688 | 0.826 | ["leadership", "communication", "career"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.530638 | [
-0.007801314350217581,
0.04779335483908653,
0.04652601107954979,
0.043466243892908096,
0.00428034970536828,
-0.04179956391453743,
0.025914063677191734,
-0.015188097953796387,
-0.024380140006542206,
0.01727628894150257,
-0.045875586569309235,
0.10339033603668213,
-0.004910873714834452,
0.06... | ||
ilding the strengths of leaders and their followers ( Burkus, 2011 ). According to Rath and Conchie (2008) , strengths-based leadership has three basic tenants: (1) invest their time and energy in their followers’ strengths; (2) build well-rounded teams to meet the requirements for strengths in executing, influencing, ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.58 | 0.828 | ["leadership", "strategy", "management", "networking"] | 437 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.530705 | [
0.014860592782497406,
0.04857189208269119,
-0.018628807738423347,
-0.014083996415138245,
-0.06110028550028801,
-0.032023243606090546,
0.010014405474066734,
0.02488607168197632,
0.002876654965803027,
0.006599996704608202,
-0.0388791486620903,
0.03380923718214035,
0.045597776770591736,
-0.00... | ||
llowers’ need to build trust, hope, and optimism. More importantly, strengths-based leaders do not ignore their own and followers’ weaknesses, but rather focus on building their own and team members’ strengths and minimizing the negative effects of weaknesses ( Burkus, 2011 ; Van Woerkom et al., 2016 ). Prior studies h... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.538 | 0.852 | ["leadership", "management"] | 489 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.530776 | [
-0.020031636580824852,
0.10841455310583115,
0.012691679410636425,
0.007741113658994436,
-0.01480189710855484,
-0.026042286306619644,
0.007968336343765259,
0.030606083571910858,
0.004674977157264948,
-0.034236371517181396,
-0.051397521048784256,
0.04624652862548828,
0.05231991410255432,
-0.... | ||
psychological well-being ( Ding and Yu, 2020a ). However, little is known about the relationship between strengths-based leadership and employee turnover intention. This study posits that strengths-based leadership negatively relates to employee turnover intention. On one hand, individuals who have opportunities to reg... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.477 | 0.832 | ["leadership", "networking", "education"] | 457 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.530913 | [
-0.004179182928055525,
0.08275474607944489,
0.02048385515809059,
0.029913874343037605,
0.02373185195028782,
-0.042807623744010925,
0.06709504872560501,
-0.016510123386979103,
0.02616613171994686,
-0.05539270490407944,
-0.0009261782979592681,
0.06832588464021683,
-0.016511503607034683,
0.01... | ||
and are more engaged in work ( Winseman, 2002 ). More impressively, a study of St Lucie Medical Center in Florida noted that building teams that properly use employees’ strengths can significantly reduce employee attrition rate and dramatically increase the satisfaction of both the physicians and patients ( Burkus, 201... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.52 | 0.848 | ["leadership", "management", "education"] | 509 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531012 | [
0.00817270576953888,
0.0958985984325409,
0.00890210922807455,
0.006791519001126289,
-0.02518480271100998,
-0.04692454636096954,
0.026002302765846252,
0.02262772060930729,
0.003189306240528822,
-0.05130727216601372,
-0.07582742720842361,
0.11598483473062515,
-0.017265358939766884,
0.0417791... | ||
negatively relate to employee turnover intention. On the other hand, strengths-based leadership behaviors, such as aligning employees’ strengths with work tasks and devoting more time and energy to their strengths ( Rath and Conchie, 2008 ), can create a positive climate to improve employees’ task performance ( Ding et... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.535 | 0.868 | ["leadership", "philosophy"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531094 | [
-0.04379291087388992,
0.05804450809955597,
0.052096057683229446,
0.011298952624201775,
0.022811613976955414,
-0.03333817049860954,
0.03646206855773926,
-0.027050791308283806,
0.039888594299554825,
-0.03899601474404335,
0.03685777261853218,
0.059406112879514694,
0.030373837798833847,
0.0650... | ||
ffect on employee turnover intention ( Oi et al., 2015 ). Therefore, based on the above reasoning, the following hypothesis was derived: Hypothesis 1: Strengths-based leadership negatively relates to turnover intention. Felt Obligation for Constructive Change as a Mediator Felt obligation for constructive change, a mal... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.461 | 0.85 | ["leadership", "philosophy"] | 505 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531172 | [
-0.03430315852165222,
0.0334782674908638,
-0.0009734667255543172,
-0.026076743379235268,
0.047819074243307114,
-0.006653978023678064,
0.08869732916355133,
-0.036333270370960236,
0.02801031991839409,
0.007572943344712257,
0.0014030399033799767,
0.04613369703292847,
-0.027007142081856728,
0.... | ||
ve change” ( Morrison and Phelps, 1999 , p. 407). A substantial body of studies have found that felt obligation for constructive change cannot only effectively stimulate both the promotive ( Carnevale et al., 2019 ) and prohibitive voices ( Jian et al., 2012 ), but also improve proactive role performance, such as chang... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.522 | 0.842 | ["innovation", "philosophy"] | 444 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531245 | [
-0.04794619604945183,
0.02095922827720642,
0.0035163466818630695,
-0.10719586908817291,
0.07427119463682175,
0.03347662091255188,
-0.0048794252797961235,
-0.041212983429431915,
0.002764222677797079,
0.029001610353589058,
0.02944045513868332,
0.06044858694076538,
0.012791342101991177,
0.012... | ||
13 ) and innovation ( Parker and Collins, 2010 ). Importantly, employees with a strong sense of obligation for constructive change can also experience higher levels of personal accomplishment and satisfaction ( Morrison and Phelps, 1999 ) because when employees feel obligation for constructive change at work, they will... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.447 | 0.842 | ["motivation", "innovation"] | 452 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531312 | [
-0.0688227117061615,
-0.0023525862488895655,
0.021274778991937637,
-0.10412520915269852,
0.01673472486436367,
-0.002638160949572921,
0.05678679794073105,
-0.024028601124882698,
-0.010009965859353542,
0.025174422189593315,
0.015033540315926075,
0.02156709134578705,
-0.018346531316637993,
0.... | ||
as “responsible citizens” ( Jian et al., 2012 ). These positive outcomes induced by felt obligation for constructive change are negatively correlated with turnover intention ( Mobley, 1977 ). Given the importance of felt obligation for constructive change to organizations and employees, many researchers have attempted ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.363 | 0.822 | [] | 427 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531413 | [
-0.051672231405973434,
-0.030446544289588928,
0.00012987702211830765,
-0.060369767248630524,
0.041320864111185074,
0.0074230642057955265,
0.05715028941631317,
-0.04585444927215576,
0.037341129034757614,
0.013131032697856426,
0.052877504378557205,
0.006638867314904928,
0.009434288367629051,
... | ||
ctive change. For example, Lopez-Dominguez et al. (2013) found that resource availability can effectively enhance employees’ felt obligation for constructive change. This study postulates that strengths-based leadership contributes to increased employee felt obligation for constructive change. First, Fuller and Hester ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.503 | 0.82 | ["leadership", "education"] | 454 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531510 | [
-0.06596251577138901,
0.06611886620521545,
0.03330715745687485,
-0.05772554501891136,
0.01929638721048832,
-0.024139676243066788,
0.03349071741104126,
-0.019507996737957,
-0.010361629538238049,
0.010791564360260963,
-0.022934867069125175,
0.062173787504434586,
-0.043221477419137955,
0.0495... | ||
tive change ( Hackman and Oldham, 1980 ; Fuller and Hester, 2010 ). Third, employees will experience higher leader–member exchange relationship when leaders help them to identify, develop, and leverage their strengths at work ( Ding and Yu, 2020b ). Employees in high-quality leader–member exchange relationship will fee... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.578 | 0.824 | ["leadership", "networking"] | 416 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531620 | [
-0.06755334883928299,
-0.003559010336175561,
0.03910527005791664,
-0.04010783135890961,
-0.011911668814718723,
-0.018308669328689575,
-0.0046987636014819145,
-0.04630172625184059,
0.025881536304950714,
0.04164062812924385,
0.01850392483174801,
0.03988398611545563,
0.016097689047455788,
0.0... | ||
e in the organization ( Carnevale et al., 2019 ). Therefore, it is possible to expect that strengths-based leadership is positively related to employees’ felt obligation for constructive change. Furthermore, considering that the substitutes for leadership theory suggest that individual characteristics can transmit the ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.533 | 0.848 | ["leadership", "philosophy"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531707 | [
-0.008260523900389671,
0.09479832649230957,
0.029604202136397362,
-0.015051781199872494,
0.027402201667428017,
0.005522103514522314,
0.07752503454685211,
-0.014820562675595284,
-0.021764013916254044,
-0.00714311795309186,
-0.049767035990953445,
0.08051182329654694,
-0.0035296445712447166,
... | ||
engths-based leadership contributes to employee felt obligation for constructive change and in turn to reduced employee turnover intention. Taken together, the following hypothesis is offered: Hypothesis 2: Felt obligation for constructive change mediates the relationship between strengths-based leadership and turnover... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.475 | 0.844 | ["leadership", "career", "decision_making", "networking"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531775 | [
-0.03920847550034523,
-0.018032807856798172,
0.040380846709012985,
-0.026696087792515755,
0.06375371664762497,
-0.004952427465468645,
0.05809575691819191,
-0.008440780453383923,
0.017069829627871513,
0.04613590985536575,
0.01629997417330742,
0.028241503983736038,
-0.01957453042268753,
0.05... | ||
loyees on their actions and work conditions ( Frese, 1989 ). Employees with higher job control are apt to experience higher creative self-efficacy ( Du et al., 2018 ), positive mental health ( Crown, 2007 ), and lower levels of workload and burnout ( Leiter and Maslach, 2004 ). Job control is an important work contextu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.552 | 0.886 | ["career", "innovation"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531853 | [
-0.003126907628029585,
-0.01682463474571705,
0.00366189400665462,
0.007966388948261738,
0.07356174290180206,
0.02868308685719967,
0.07529985159635544,
-0.020957093685865402,
0.008429056964814663,
-0.03552484139800072,
-0.007384024560451508,
0.08015130460262299,
-0.024424999952316284,
-0.02... | ||
erating role of job control ( Doef and Maes, 1999 ). For instance, Holman et al. (2002) demonstrated that job control moderates the association of perceived intensity with well-being. According to the substitutes for leadership theory, certain individual, task, and organizational characteristics, acting as “substitutes... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.534 | 0.822 | ["leadership", "career"] | 416 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531921 | [
-0.008708500303328037,
0.021136058494448662,
0.024123216047883034,
0.11022373288869858,
0.07946079224348068,
0.03536472097039223,
0.012333134189248085,
-0.043177492916584015,
-0.03631732985377312,
0.031988415867090225,
0.03993275389075279,
0.1145770400762558,
0.01823362708091736,
0.0220765... | ||
he leaders’ behaviors ( Kerr and Jermier, 1978 ). Extant study has found that when job control is introduced as a moderator, the significant relationship between transformational leadership and followers’ innovative behaviors will become insignificant ( Lopez-Dominguez et al., 2013 ). As such, we argue that a higher le... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.482 | 0.85 | ["leadership", "career", "networking", "education", "philosophy"] | 480 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.531998 | [
-0.04529377445578575,
-0.00549394590780139,
0.024671297520399094,
0.011665760539472103,
-0.008964215405285358,
-0.028585216030478477,
0.01380073744803667,
-0.05569940805435181,
-0.022671019658446312,
0.022554192692041397,
0.009589902125298977,
0.1278601586818695,
0.018373170867562294,
-0.0... | ||
ute for strengths-based leadership. Howell et al. (1986) proposed three criteria for acting as a substitute: (1) the leadership and substitute variables must be related to the outcome variable; (2) the substitute must have a significant positive impact on the outcome variable; and (3) at different levels of the substit... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.53 | 0.832 | ["leadership", "networking"] | 431 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532081 | [
-0.03531992435455322,
0.06742677092552185,
0.049839965999126434,
0.008965888991951942,
-0.09415077418088913,
0.058355871587991714,
-0.037893351167440414,
0.028471313416957855,
-0.03422914445400238,
-0.01278364472091198,
0.00870826281607151,
0.01048516295850277,
0.05423872545361519,
0.06425... | ||
ership and the outcome variable must be weakened. In alignment with these three standards, first, strengths-based leadership ( Ding and Yu, 2021a ) and job control ( Crown, 2007 ), respectively, meet employees’ needs for autonomy, which is a key antecedent of felt obligation for constructive change ( Fuller and Hester,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.534 | 0.838 | ["leadership", "career"] | 448 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532160 | [
-0.05129043757915497,
0.023325465619564056,
-0.014898722060024738,
-0.030259445309638977,
-0.05658348277211189,
-0.008702504448592663,
0.02115427516400814,
-0.024211615324020386,
-0.046694282442331314,
0.00009850904461927712,
0.04089934378862381,
0.016565527766942978,
-0.028529832139611244,
... | ||
ed by strengths-based leadership and job control. Second, Fuller and Hester (2010) indicated that employees who have greater control over their jobs are more likely to have feelings of obligation for constructive change, which provides promising evidence for the positive relationship between job control and felt obliga... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.672 | 0.846 | ["leadership", "career", "networking"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532230 | [
-0.07601316273212433,
0.06048271432518959,
0.03868018463253975,
-0.005457530729472637,
-0.03215964138507843,
-0.007005922496318817,
0.009953275322914124,
-0.03400652855634689,
-0.020541470497846603,
0.008641178719699383,
-0.020278511568903923,
0.08362480998039246,
-0.03961074724793434,
0.0... | ||
uctive change will be weaker under higher levels of job control as job control substitutes the strengths-based leadership. In a state of high job control, employees have the substantial freedom, independence, and discretion in scheduling and performing their work ( Hackman and Oldham, 1980 ), such as autonomously intro... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.544 | 0.856 | ["leadership", "career", "agents", "social_justice", "philosophy"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532297 | [
-0.030134961009025574,
-0.021965552121400833,
0.023532789200544357,
0.015375429764389992,
-0.04811902716755867,
0.00310211512260139,
0.003568746382370591,
-0.03656749427318573,
-0.016669893637299538,
0.0635736882686615,
0.05866820365190506,
0.09092173725366592,
0.007729480508714914,
0.0086... | ||
can still provide opportunities for employees to work on their strengths ( Kong and Ho, 2016 ), thereby fostering employees’ felt obligation for constructive change ( Parker et al., 1997 ; Parker, 2003 ). On the contrary, in the absence of control over work, employees rely more on their leaders to provide autonomy to u... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.507 | 0.86 | ["leadership"] | 478 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532360 | [
-0.058356914669275284,
0.045445267111063004,
0.04758225008845329,
-0.036585912108421326,
-0.025204842910170555,
-0.05240994319319725,
0.04082435742020607,
-0.03508336469531059,
-0.01679084077477455,
0.00921971071511507,
0.028803039342164993,
0.05177723988890648,
-0.04904988035559654,
0.027... | ||
driving felt obligation for constructive change. Taken together, we postulate that since job control acts as a substitute for strengths-based leadership, the relationship between strengths-based leadership and felt obligation for constructive change should be weaker under the condition of higher levels of job control. ... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.508 | 0.84 | ["leadership", "career", "networking"] | 510 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532431 | [
-0.0624132975935936,
0.007741641718894243,
0.025256967172026634,
0.025791248306632042,
-0.007763194385915995,
0.00854550302028656,
0.027426276355981827,
-0.036386698484420776,
-0.04337223246693611,
-0.001680046902038157,
-0.014175880700349808,
0.03155911713838577,
-0.00515443691983819,
0.0... | ||
trengths-based leadership and felt obligation for constructive change will be weaker under higher, rather than lower, levels of job control. The above propositions involve an integrative framework in which employee felt obligation for constructive change mediates the relationship of strengths-based leadership with empl... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.648 | 0.826 | ["leadership", "career", "networking"] | 477 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532498 | [
-0.06732740998268127,
0.033511824905872345,
0.01555314939469099,
-0.051630325615406036,
-0.04738367348909378,
-0.02152242138981819,
0.07045865058898926,
-0.013334555551409721,
-0.02062262035906315,
-0.013703988865017891,
-0.0035419093910604715,
-0.008297969587147236,
-0.012041512876749039,
... | ||
ude of the indirect relationship between strengths-based leadership and employee turnover intention through felt obligation for constructive change will be weaker under higher, rather than lower, levels of job control. The proposed conceptual model was depicted in Figure 1 . FIGURE 1. Open in a new tab The proposed con... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.646 | 0.836 | ["leadership", "networking", "career", "education"] | 461 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532601 | [
-0.042472317814826965,
0.02616713009774685,
0.03469456359744072,
-0.014097924344241619,
-0.002384850522503257,
-0.013598271645605564,
0.0353606715798378,
-0.0006065726047381759,
0.01782418228685856,
-0.01380495447665453,
0.044358719140291214,
0.003042767522856593,
-0.006102829240262508,
0.... | ||
inese employees working in diverse organizations. Our inclusion criteria were as follows: (a) participants should work as a full-time in their organizations and (b) participants should take part in this survey voluntarily. The first author of this study contacted 75 alumni working in a variety of enterprises (e.g., fin... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.402 | 0.838 | ["education", "economy"] | 447 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532692 | [
0.009386273100972176,
0.027430053800344467,
0.05157976597547531,
0.06224645674228668,
0.005974974483251572,
0.029791252687573433,
0.07496848702430725,
-0.03675505146384239,
-0.03567859157919884,
-0.024135425686836243,
0.06714425981044769,
-0.10405001044273376,
-0.055871035903692245,
-0.002... | ||
em to invite their colleagues to join this study. With the help of these alumni, we recruited 584 employees who met our requirements and volunteered to take part in the survey. We gathered study data at three points in time and paid 5 renminbi (RMB) as a reward for each questionnaire. In the process of data collection,... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.523 | 0.862 | ["education", "war_conflict", "philosophy"] | 478 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532777 | [
-0.02513936161994934,
0.0450010821223259,
0.01699807308614254,
0.014735300093889236,
-0.02763526886701584,
0.04859798401594162,
0.04579192027449608,
0.02093077264726162,
-0.0018223427468910813,
-0.0018098283326253295,
0.014430699869990349,
-0.0668833777308464,
0.05145788937807083,
-0.03850... | ||
umbers were used to match data from three phases. We used a Chinese social network mobile application called Wechat to distribute online questionnaires. To minimize common method variance (CMV), we used a three-wave longitudinal data. At time 1, 584 participants completed questionnaire regarding demographic characteris... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.427 | 0.846 | ["leadership", "networking", "resume", "education"] | 488 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532850 | [
-0.01949896290898323,
0.01082318089902401,
0.05276748165488243,
0.009718122892081738,
-0.05330262705683708,
0.0031493171118199825,
-0.06989037990570068,
0.028063425794243813,
-0.006887535564601421,
-0.006531424354761839,
0.10326403379440308,
-0.018351227045059204,
0.00086441938765347,
-0.0... | ||
according to a study by Podsakoff et al. (2003) . At time 2, we sent the link of the questionnaire concerning felt obligation for constructive change, job control scales, and cell phone numbers and received 425 questionnaires, demonstrating 72.77% response rate relative to T1. According to a study by Podsakoff et al. (... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.414 | 0.858 | ["career", "education"] | 469 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532912 | [
-0.06909447908401489,
-0.06603498756885529,
0.01165960356593132,
-0.006145452614873648,
-0.017902608960866928,
-0.047097038477659225,
-0.027304986491799355,
0.00894017145037651,
-0.008481449447572231,
-0.010836183093488216,
0.04978320747613907,
-0.027125777676701546,
-0.05738404020667076,
... | ||
se to collect the third wave data after 3 months. At time 3, we invited participants who responded in the second phase to complete a questionnaire about turnover intention scale and cell phone numbers. Eventually, 317 valid matched data were obtained, indicating 54.28% response rate relative to T1 and 74.59% response r... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.508 | 0.716 | [] | 505 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.532978 | [
-0.0038774304557591677,
-0.04050030559301376,
0.003451345022767782,
-0.01763635128736496,
-0.011161554604768753,
-0.034773655235767365,
-0.02531244419515133,
0.019277218729257584,
0.0016480357153341174,
-0.020527170971035957,
0.02669866755604744,
-0.060840919613838196,
-0.041320327669382095,... | ||
or constructive change partially mediated the relationship of strengths-based leadership with turnover intention. Hypothesis 3 expected that job control could weaken the positive relationship between strengths-based leadership and felt obligation for constructive change. PROCESS (model 1) was used to test this hypothes... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.665 | 0.806 | ["leadership", "networking", "career"] | 416 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533038 | [
-0.02606874704360962,
0.028508957475423813,
0.012204187922179699,
0.012492493726313114,
0.020216643810272217,
-0.01311893854290247,
0.012746099382638931,
-0.02287706546485424,
0.012821631506085396,
0.011075879447162151,
-0.010892351157963276,
0.05404628440737724,
0.01607672870159149,
0.055... | ||
re than 7 years, and 80.04% were 30–50 years old. Table 1 shows the sample distribution. TABLE 1. Sample distribution ( N = 317). Variables Categories Frequency (%) Variables Categories Frequency (%) Education Specialist or under 6.3 Tenure (years) 1–3 5.7 Bachelor 55.5 4–6 9.8 Master 34.1 7–9 10.4 Doctor 4.1 10–13 30.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.628 | 0.726 | ["leadership", "education"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533101 | [
0.08913417160511017,
0.05102046951651573,
-0.039694223552942276,
0.031214334070682526,
-0.03979676216840744,
0.029867595061659813,
-0.075807124376297,
0.024490656331181526,
-0.03253761678934097,
0.05896129086613655,
0.06912457197904587,
0.002230101963505149,
-0.03093012422323227,
-0.010473... | ||
ures The original strengths-based leadership scale, felt obligation for constructive change scale, and job control scales were in English. We translated these scales into Chinese following the translation and back translation procedures suggested by Brislin (1970) . All the items of scales were rated on a 5-point Liker... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.673 | 0.854 | ["leadership", "career"] | 490 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533161 | [
-0.03983193263411522,
0.07042261213064194,
-0.0013082099612802267,
0.0006559990579262376,
-0.04527305066585541,
0.026208488270640373,
0.005154901649802923,
0.011880170553922653,
-0.02539224363863468,
-0.009738102555274963,
0.03570086881518364,
0.00422795070335269,
0.013980112038552761,
0.0... | ||
adership scale developed by Ding and Yu (2021b) . One sample item was “My leader is good at using my strengths.” The Cronbach’s α was 0.918. Felt Obligation for Constructive Change We measured felt obligation for constructive change with 5 items from a study by Jian et al. (2012) . One sample item was “I feel a persona... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.612 | 0.7 | ["leadership", "education"] | 441 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533218 | [
-0.044206902384757996,
0.028393635526299477,
-0.030400320887565613,
-0.020623937249183655,
-0.039661578834056854,
-0.010803168639540672,
0.05149942263960838,
0.04007166996598244,
-0.008902673609554768,
-0.002334191231057048,
0.01991455629467964,
-0.009383704513311386,
-0.04041341692209244,
... | ||
n achieve its goals.” The Cronbach’s α was 0.919. Job Control Job control was measured with 11-item scale developed by Wall et al. (1996) , including timing control items and method control items. One sample item was “Do you decide on the order in which you do things.” The Cronbach’s α was 0.895. Turnover Intention Tur... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.36 | 0.71 | ["career", "decision_making", "education"] | 452 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533284 | [
-0.02063322626054287,
0.0031208398286253214,
-0.09742341190576553,
0.017395032569766045,
0.056262873113155365,
0.06890308111906052,
0.05325983837246895,
0.051440946757793427,
0.0010870244586840272,
-0.016456827521324158,
0.01147876400500536,
0.04124496132135391,
-0.0720355212688446,
0.0261... | ||
ale referred to a study by Mobley et al. (1978) . One sample item was “I will probably leave this company in a year.” The Cronbach’s α was 0.833. Control Variables Prior studies have shown that age, education, and tenure were correlated with turnover intention ( Tschopp et al., 2014 ). With respect to this study, age (... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.531 | 0.726 | ["education"] | 467 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533344 | [
0.044476091861724854,
0.024582184851169586,
-0.04441908746957779,
0.03731827437877655,
0.0841640830039978,
0.04538848623633385,
0.014759589917957783,
0.053280968219041824,
0.0622989684343338,
-0.04824260622262955,
0.02580959163606167,
0.07347734272480011,
-0.0713382214307785,
0.03529918938... | ||
were significantly related to turnover intention. According to the suggestion of Tschopp et al. (2014) , although studies focusing on turnover intentions did not show a significant effect between gender and turnover intention, we decided to control for gender as well. As such, age, gender, and educational and tenure le... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.404 | 0.85 | ["education", "decision_making"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533405 | [
0.06601551920175552,
-0.04259549081325531,
-0.07218614220619202,
0.03557799383997917,
0.10149864852428436,
0.03774658590555191,
0.06179828196763992,
-0.040598880499601364,
0.03811663016676903,
0.010277092456817627,
0.09286659210920334,
0.004942045547068119,
-0.08608078956604004,
0.06220067... | ||
were standardized before conducting the analysis. Model 2 in Table 4 indicated that strengths-based leadership positively related to felt obligation for constructive change (β = 0.28, p < 0.001), job control positively related to felt obligation for constructive change (β = 0.35, p < 0.001), and the interaction term of... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.667 | 0.69 | ["leadership", "career"] | 452 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533466 | [
-0.019907332956790924,
0.04099452495574951,
0.003687978722155094,
-0.0037858886644244194,
-0.037152454257011414,
0.0018227894324809313,
-0.009070641361176968,
0.008738952688872814,
-0.04083254188299179,
0.021319875493645668,
0.03827177360653877,
0.026134060695767403,
0.015765348449349403,
... | ||
to examine the discriminant validity between strengths-based leadership, felt obligation for constructive change, job control, and turnover intention before testing our predictions. We chose fit indexes of χ 2 /df (should be less than 3), standardized root mean square residual (SRMR) (should be less than 0.08), compara... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.548 | 0.856 | ["leadership", "career"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533533 | [
-0.010765112936496735,
0.004007898271083832,
-0.029172969982028008,
0.02515694685280323,
0.02057471312582493,
0.0017587877810001373,
-0.018285147845745087,
-0.007394104730337858,
-0.0002791707229334861,
0.024075083434581757,
0.020600533112883568,
-0.0026308936066925526,
-0.05238037183880806,... | ||
ion (RMSEA) (should be less than 0.08) to evaluate the fit of the model, as recommended by previous studies ( Hu and Bentler, 1999 ; Byrne, 2013 ). As shown in Table 2 , the results of CFA showed that the four-factor measurement model exhibited the best fit to the data (χ 2 = 307.35, df = 113, χ 2 /df = 2.72, SRMR = 0.... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.39 | 0.738 | [] | 471 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533614 | [
0.0922023355960846,
-0.03199581429362297,
-0.03674391657114029,
0.06588726490736008,
0.02716079354286194,
0.008703452534973621,
-0.01446621399372816,
0.10300813615322113,
0.028152313083410263,
0.04558968171477318,
0.08063472807407379,
-0.045096904039382935,
-0.016575394198298454,
0.0652076... | ||
fit to the data than alternative models. TABLE 2. Results of confirmatory factor analyses (CFAs): comparison of measurement models ( N = 317). Models χ 2 df χ 2 /df RMSEA CFI TLI SRMR Four-factor model 307.35 113 2.72 0.07 0.95 0.94 0.04 Three-factor model a 937.51 116 8.08 0.15 0.78 0.74 0.11 Two-factor model b 1630.5... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.621 | 0.728 | ["leadership"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533697 | [
0.06450095027685165,
-0.01477888785302639,
-0.057139802724123,
0.021432487294077873,
0.04243578389286995,
0.009148173034191132,
-0.03587150573730469,
0.0238889642059803,
0.013683933764696121,
0.026682209223508835,
0.08887723088264465,
-0.04668201133608818,
-0.036931805312633514,
0.06473495... | ||
lt obligation for constructive change combined into one factor. b Strengths-based leadership, felt obligation for constructive change and job control combined into one factor. c All combined into one factor. Although this study collected data at three time points, self-report questionnaire may bring about CMV. This stu... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.474 | 0.836 | ["leadership", "education", "career"] | 436 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.533989 | [
0.012884197756648064,
0.01404004730284214,
-0.024367481470108032,
-0.015906892716884613,
0.00489227008074522,
0.054840996861457825,
-0.039964709430933,
-0.0341581366956234,
-0.052308712154626846,
0.03548864275217056,
0.03233763575553894,
-0.040521200746297836,
-0.023816507309675217,
0.0523... | ||
of common method bias ( Podsakoff et al., 2003 ). Harman’s single factor test showed that 33.58% of the variance could be explained by the first principal factor, which was less than 40%. Besides, CFA revealed that the χ 2 was significantly improved (Δχ 2 = 1736.23, p < 0.05) compared to the four-factor measurement mod... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.364 | 0.728 | ["education"] | 512 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.534070 | [
0.14307446777820587,
-0.0541892908513546,
-0.0029002311639487743,
0.042491406202316284,
0.07074607908725739,
0.04037587344646454,
-0.025353727862238884,
0.08545192331075668,
-0.010132448747754097,
0.06952591240406036,
0.08140401542186737,
-0.001529400353319943,
-0.0753120481967926,
0.02443... | ||
χ 2 is easily influenced by the sample size and is overly sensitive to the sample when the sample size is greater than 200. They recommend comparing CFI to choose the model. The sample size of this study was 317, which was greater than 200. Therefore, it was necessary to test the degree of common method bias by compari... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.511 | 0.88 | ["leadership", "education", "career"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.534131 | [
0.03004973568022251,
-0.036881595849990845,
-0.026619167998433113,
0.041674211621284485,
0.01699456200003624,
0.03081970103085041,
-0.042345013469457626,
0.06036520376801491,
-0.031167669221758842,
0.02475808747112751,
0.032738566398620605,
0.013381392695009708,
-0.005677422508597374,
0.02... | ||
indices of strengths-based leadership, job control, felt obligation for constructive change, and turnover intention. Analytical results showed that CFI index of this five-factor measurement model (χ 2 = 227.66, df = 97, χ 2 /df = 2.35, SRMR = 0.07, CFI = 0.96, TLI = 0.95, and RMSEA = 0.04) has no significant change, ex... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.628 | 0.712 | ["leadership", "career"] | 482 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.534199 | [
0.036975763738155365,
-0.013716001994907856,
-0.014898931607604027,
0.04276743158698082,
0.06351970881223679,
0.02032536454498768,
-0.014601682312786579,
-0.003448560368269682,
-0.0035565553698688745,
0.001366430427879095,
-0.005099487956613302,
-0.023946059867739677,
-0.03003128059208393,
... | ||
cern for influencing the accuracy of our results. Descriptive Statistics Table 3 reports the mean, SD, and correlations for study variables. In Table 3 , the results indicated that the study variables (i.e., strengths-based leadership, job control, felt obligation for constructive change, and turnover intention) were a... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.395 | 0.69 | ["leadership", "education", "career"] | 486 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.534264 | [
0.03765508905053139,
-0.015763012692332268,
-0.04876348003745079,
0.04692031443119049,
0.011855609714984894,
0.0038366045337170362,
-0.02852208912372589,
0.0235077403485775,
0.011033511720597744,
0.05262529104948044,
0.018643025308847427,
-0.012313785962760448,
-0.0006621779757551849,
0.00... | ||
scriptive statistics and correlations ( N = 317). Variables Mean SD 1 2 3 4 5 6 7 1 Age 2.16 0.77 – 2 Gender 1.56 0.50 0.03 – 3 Education 2.36 66 −0.32 ** 0.04 – 4 Tenure 3.96 1.20 0.64 ** –0.11 −0.23 ** – 5 Strengths-based leadership 3.56 0.79 –0.07 –0.05 0.11 –0.01 – 6 Job control 3.49 0.61 –0.05 –0.06 0.06 0.05 0.39... | https://pmc.ncbi.nlm.nih.gov/articles/PMC9043138/ | Strengths-Based Leadership and Turnover Intention: The Roles of ... | pmc.ncbi.nlm.nih.gov | public_domain | false | 0.454 | 0.66 | ["leadership", "career", "education"] | 511 | Strengths-Based Leadership | topic | 2026-04-14T19:40:40.534324 | [
-0.021574227139353752,
-0.012018407694995403,
-0.04976663365960121,
0.03341341018676758,
-0.010148166678845882,
0.04639938846230507,
-0.04347755387425423,
-0.01751423254609108,
-0.01558668352663517,
0.055243998765945435,
0.0322188064455986,
-0.01607988402247429,
-0.015218395739793777,
0.02... |
Subsets and Splits
No community queries yet
The top public SQL queries from the community will appear here once available.