For any organization, the most important challenge is to retain a talented workforce. In order to retain a talented workforce, it is very important to identify factors that affect the intention of employees to leave. Thus, this study examines the effect of work-related attitudes on turnover intention in terms of academic staff context. 334 academic staff were selected as a sample using a stratified random sampling technique. The study was an explanatory design and the required data was collected through adopted questionnaires from prior studies. The obtained data were analyzed using descriptive and inferential statistics. To do so the statistical packaging for social science (SPSS) version 20 was utilized. The descriptive result indicates that the participant’s level of work-related attitudes was low whereas their level of turnover intention was high. Moreover, the results obtained through T-test and ANOVA showed that there were significant differences in the level of turnover intention based on selected demographics and thus have a varying effect on turnover intention. According to the multiple regression results, the dominant predictor of turnover intention was affective commitment and the insignificant predictor was continuance commitment.

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PurposeThis study aims to examine whether the internal locus of control, self-esteem and leadership self-efficacy can predict differences in self–other rating agreement on leader effectiveness. First, the authors predicted that the greater the internal locus of a leader the more their self-rating will be in agreement with others' rating of them (1a). Second, the authors proposed that the greater the self-esteem of a leader the more their self-rating will be in discrepancy with others' rating (1b). Third, the authors hypothesized that the greater the self-efficacy of a leader the more their self-rating will be in agreement with others' rating (1c).Design/methodology/approachTo test the hypotheses, multisource data were collected from 128 banking leaders (who responded about different aspects of leadership self-efficacy, internal locus of control, self-esteem and leadership effectiveness) and 344 subordinates (who rated their leaders' effectiveness in performing leadership tasks).Multivariate regression was performed by jointly regressing both leaders' self-ratings and subordinates' ratings as a dependent variable on internal locus of control, self-esteem and leadership self-efficacy as predictor variables.FindingsSelf-esteem of a leader the more their self-rating will be in discrepancy with others' ratings.Originality/valueThe study tried to investigate the leader-subordinate dis(agreement) on leaders’ effectiveness taking banking leaders in the Ethiopian Context. The finding of the results is crucial and important for leadership development programs.