SOCIAL INFLUENCE AND INTENT TO LEAVE: A PATH‐ANALYTIC PROCESS MODEL1

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Abstract
A path‐analytic social influence process model of intent to leave was formulated using five social power variables, two leader behavior dimensions, group cohesiveness, and job satisfaction. It was tested in Design and Construction bureaus in a large midwestern state highway department. Three significant process relationships were found to occur in both bureaus: (1) social power affected leader behavior; (2) group cohesiveness affected job satisfaction; and (3) job satisfaction affected intent to leave. Two important non‐significant findings also emerged in both bureaus: (1) leader behavior did not affect intent; and (2) group cohesiveness did not affect intent. In addition to these general findings there were a number of process differences between bureaus. Limitations and implications of this social influence process model are discussed.