Purpose: This integrative review examines the validity of the suggestion that, “people leave managers, not organisations”. This is done through the synthesis of existing evidence on employee turnover through the lenses of Leader-Member Exchange (LMX) theory and Job Demands-Resources (JD-R) model. The study aims to understand how leadership influences turnover and how it compares with organisational factors. Design/methodology/approach: An integrative review of 39 peer-reviewed studies from 2014 – 2025 was conducted focusing on organisational settings that linked leadership or managerial behaviour and organisational factors to turnover intentions and decisions. Findings: From the analysis conducted, leadership affects turnover primarily by increasing or eroding resources, and shaping demands. Transformational, servant, and ethical leadership behaviours are consistently associated with lower turnover intentions while toxic, abusive, and transactional patterns relate to higher attrition. The literature also indicates that organisational factors (e.g., compensation, growth, workload, scheduling) remain significant predictors of employee turnover. The review refines the suggestion that “people leave managers” by indicating that more specifically, people leave when demands chronically exceed resources. In this regard, both leadership behaviour and organisational design jointly determine that balance. Originality: The review integrates LMX within the JD-R architecture and specifies mechanisms (i.e., resource and demand pathways) and boundary conditions (i.e., demand-resource balance relative to leadership effects). This approach moves beyond either-or accounts of the binary “manager vs. organisation” claim on turnover decision. It also offers a sequenced and actionable agenda for implementation across HR practice.
Yusoff et al. (Fri,) studied this question.