From a spark to a sweeping fire: An integrative conceptual review of group turnover and a theoretical exploration of its development.

The phenomenon of group turnover has generated substantial yet disconnected scholarly interests. Despite valuable insights gained from the collective turnover literature as well as parallel research concerning related or coordinated quitting, a holistic understanding of the unique group turnover phenomenon is needed, both to synthesize existing research across multiple domains and disciplines and to kindle new inquiries regarding its dynamic nature and developmental process. To this end, we begin by conducting an integrative review of research relating to group turnover, reinterpreting it by identifying its common pathways as a function of varying triggers, temporal patterns, and departure destinations. We then leverage the groups literature to explicate group turnover's self-reinforcing and dynamic nature and propose a three-dimensional Interdependence, Temporality, and Emergence (ITE) framework that accounts for its developmental process. Using this framework, we develop an illustrative set of propositions regarding how ITE-related group properties affect the extent to which individual departures might escalate into group turnover of a larger scale and faster speed. Our emphasis on groups as a unique unit of reference thus provides an important conceptual refinement and extension for understanding collective turnover-shifting from a static focus on aggregate exit (rates) to a dynamic focus on the often-coordinated, temporally evolving nature of multiple group member quit events. (PsycInfo Database Record (c) 2024 APA, all rights reserved).

Embeddedness and perceived oneness: Examining the effects of job embeddedness and its trajectory on employee proactivity via an identification perspective.

Although job embeddedness has consistently been shown to be associated with positive workplace behaviors, our theoretical understanding of such associations remains far behind our empirical knowledge. In particular, it is unclear how job embeddedness goes beyond its common conceptualization as "stuckness" to motivate employees' discretionary, change-oriented behaviors at work. To this end, we trace the original theoretical foundation of job embeddedness theory in field theory and establish its theoretical connection to social identity theory. We propose that increased organizational identification is an intrinsic psychological mechanism through which job embeddedness motivates proactive behaviors from employees. Further informed by field theory, we also examine the implications of job embeddedness change over time. We propose that a more positive trajectory of embeddedness over time contributes to enhanced organizational identification and employee proactivity, above and beyond the absolute level of embeddedness. We report a longitudinal study that surveyed 264 employees at three points in time over the course of 1 year and provide substantial support for the hypotheses. Implications of our work are discussed. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Exploring the affective impact, boundary conditions, and antecedents of leader humility.

In this article, the authors further develop the theory of leader humility by exploring the affective impact, a vital boundary condition, and the antecedents of leader humility. Specifically, they (a) theorize how leader humility can enhance followers' performance by increasing their relational energy and decreasing their emotional exhaustion, (b) test perceived leader power in the organization as an important boundary condition of leader humility effectiveness, and (c) establish leader's incremental theory of the self (i.e., growth mindset) and relational identity as important enablers of leader humility. Surveying 211 leader-follower dyads in a two-phase study (Study 1), we find that leader humility has a positive indirect effect on followers' task performance through increased follower relational energy and decreased emotional exhaustion. In addition, the effects of leader humility on followers' relational energy with the leader, emotional exhaustion, and task performance tend to be stronger when followers perceive more power in the leader. Study 2-a multiphase field study surveying 201 leader-follower dyads embedded in 85 teams-not only replicates the results found in Study 1 with more objective, multirater employee performance, but more importantly, establishes leader incremental theory of the self (or growth mindset; Dweck, 2010) and relational identity as important antecedents of leader humility. The authors discuss theoretical and practical implications and recommend directions for future research. (PsycINFO Database Record

Catching fire and spreading it: A glimpse into displayed entrepreneurial passion in crowdfunding campaigns.

Crowdfunding is an emerging phenomenon that enables entrepreneurs to solicit financial contributions for new projects from mass audiences. Drawing on the elaboration likelihood model of persuasion and emotional contagion theory, the authors examined the importance of displayed entrepreneurial passion when seeking resources in a crowdfunding context. They proposed that entrepreneurs' displayed passion in the introductory video for a crowdfunding project increases viewers' experienced enthusiasm about the project (i.e., passion contagion), which then prompts them to contribute financially and to share campaign information via social-media channels. Such sharing further facilitates campaign success. In addition, the authors proposed that perceived project innovativeness strengthens the positive effect of displayed passion on social-media exposure and the funding amount a project garners. They first tested their hypotheses in 2 studies using a combination of survey and archival data from the world's 2 most popular crowdfunding platforms: Indiegogo (Study 1) and Kickstarter (Study 2). They then conducted an experiment (Study 3) to validate the proposed passion contagion process, and the effect of displayed entrepreneurial passion at the individual level. Findings from these 3 studies significantly supported their hypotheses. The authors discuss the theoretical and practical implications of their findings. (PsycINFO Database Record

The effects of proximal withdrawal states on job attitudes, job searching, intent to leave, and employee turnover.

We present the first major test of proximal withdrawal states theory (PWST; Hom, Mitchell, Lee, & Griffeth, 2012). In addition, we develop and test new ideas to demonstrate how PWST improves our understanding and prediction of employee turnover. Across 2 studies, we corroborate that reluctant stayers (those who want to leave but have to stay) are similar to enthusiastic leavers (those who want to leave and can leave) in affective commitment, job satisfaction, and job embeddedness, and that reluctant leavers (those who want to stay but have to leave) are similar to enthusiastic stayers (those who want to stay and can stay) on these dimensions. We find that job satisfaction and job embeddedness more strongly influence the intent to leave and job search behavior for enthusiastic stayers and leavers than for reluctant stayers and leavers. More important, we show that for those experiencing low control over their preference for leaving or staying (i.e., reluctant stayers and leavers), traditional variables such as job satisfaction, job embeddedness, and intent to leave are poor predictors of their turnover behavior. We further demonstrate that focusing on enthusiastic stayers and leavers can significantly enhance the accuracy of job satisfaction, job embeddedness, and intent to leave for predicting actual employee turnover. (PsycINFO Database Record