Resumo

MUNYAKA, Sharon A.; BOSHOFF, Adré B.; PIETERSEN, Jacques  e  SNELGAR, Robin. The relationships between authentic leadership, psychological capital, psychological climate, team commitment and intention to quit. SA j. ind. Psychol. [online]. 2017, vol.43, n.1, pp.1-11. ISSN 2071-0763.  http://dx.doi.org/10.4102/sajip.v43i0.1430.

ORIENTATION: The relationship between authentic leadership, psychological capital, psychological climate and team commitment in a manufacturing organisation could have a significant impact on employee intention to quit. RESEARCH PURPOSE: To determine the relationship between five positive organisational behaviour variables (authentic leadership, psychological capital, psychological climate and team commitment) and their ultimate influence on an individual's intention to quit. Thus, it is preceded by the determination of the structural invariance of the measurement instruments when applied to a South African sample. JUSTIFICATION FOR THE STUDY: The study sought to fill the gap in the literature in relation to understanding the effect of the relationship between psychological capital, authentic leadership, psychological climate and team commitment on the behaviour of employees in a manufacturing organisation and how this influences their decision to quit. Such a study has not previously been conducted in the South African manufacturing sector. RESEARCH DESIGN, APPROACH AND METHOD: Utilising a non-experimental correlational approach, a self-administered composite questionnaire consisting of five psychological scales was distributed to 204 employees in the junior to senior management level at a global tyre manufacturing organisation in South Africa. Multivariate data analysis included the structural equation modelling. MAIN FINDINGS: There is a significantly strong positive relationship between authentic leadership, psychological capital, psychological climate and team commitment. Authentic leadership has a significant influence on psychological capital and psychological climate. This results in a positive impact on organisational commitment, leading to employees' intention to quit. PRACTICAL/MANAGERIAL IMPLICATIONS: Manufacturing organisations need to develop and implement collaborative leadership intervention strategies aimed at improving psychological capital and psychological climate. CONTRIBUTION/VALUE-ADD: The findings inform researchers and management from manufacturing organisations to understand the correlation between organisational behaviour variables. This relationship informs the development and implementation of strategies aimed at furnishing psychological capital and psychological climate.

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