Relationship Between Destructive Leadership Behaviors and Employee Turnover

Relationship Between Destructive Leadership Behaviors and Employee Turnover by Craig M. Hyson MA, Centenary College, 2011 BA, Centenary College, 2009 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University September 2016  The loss of 6 million U.S. manufacturing jobs since 2000 has severely affected communities that have lost a vital source of employment. Voluntary employee turnover has compounded the problem. The purpose of this correlational study was to examine the relationship between employee turnover and destructive leadership behaviors of managers in small and medium enterprise (SME) manufacturing businesses in Warren County, New Jersey. The constructive destructive leadership model formed the theoretical framework for the study. A random sample of 96 SME manufacturing firm employees completed the destructive leadership scale (DLS) multifactor leadership questionnaire (MLQ) and the turnover intention scale (TIS 6) via an online survey. Multiple linear regression analyses and Pearson product correlation coefficients were used to predict employee turnover. Tyrannical leadership and laissez faire leadership were the only significant contributors to the regression model. Implications for social change include providing business managers with information needed to maintain or increase employee retention levels, which may improve employee morale, increase job satisfaction, and enhance customer satisfaction in the communities served.The loss of 6 million U.S. manufacturing jobs since 2000 has severely affected communities that have lost a vital source of employment. Voluntary employee turnover has compounded the problem. The purpose of this correlational study was to examine the relationship between employee turnover and destructive leadership behaviors of managers in small and medium enterprise (SME) manufacturing businesses in Warren County, New Jersey. The constructive destructive leadership model formed the theoretical framework for the study. A random sample of 96 SME manufacturing firm employees completed the destructive leadership scale (DLS) multifactor leadership questionnaire (MLQ) and the turnover intention scale (TIS 6) via an online survey. Multiple linear regression analyses and Pearson product correlation coefficients were used to predict employee turnover. Tyrannical leadership and laissez faire leadership were the only significant contributors to the regression model. Implications for social change include providing business managers with information needed to maintain or increase employee retention levels, which may improve employee morale, increase job satisfaction, and enhance customer satisfaction in the communities served. Relationship Between Destructive Leadership Behaviors and Employee Turnover by Craig M. Hyson MA, Centenary College, 2011 BA, Centenary College, 2009 Doctoral Study Submitted in Partial Fulfillment of the Requirements for the Degree of Doctor of Business Administration Walden University September 2016 Acknowledgments I would like to acknowledge and thank my committee members, Dr. Michael Lavelle, Dr. Anne Davis, and my URR, Dr. Brodie Johnson, for their support, guidance, and patience in helping me make it through the doctoral study process. I learned much in the process, and my time at Walden University was extraordinary because of the interaction and backing of my faculty, staff, and classmates. Finally, I would like to thank my wife, Jennifer, for sacrificing so much for me to have the opportunity to further my academic career. Jennifer is the individual who makes what I do possible.