Orientation and research purpose: Employee turnover is a complex phenomenon that has negative consequences for organisations. The purpose of this study was to measure the correlation between transformational leadership style and turnover intention to control the employee turnover rate in organisations.Research method: This study utilised a two-stage clustering method and web-based survey research with a correlational design to collect the data. A total of 356 responses were collected from 14 clusters in Southern California; however, the final selected data for analysis came from 210 subjects with a cluster-sampling design of (14 × 15).Main findings and managerial implications: This study concluded that the transformational leadership style has a negative correlation with turnover intention. Managers who adopt this style of leadership can expect lower rates of turnover; thus, they can stay competitive in an unstable economy and achieve enhanced productivity, improved performance and reduction in expenses.

This paper reexamines the additive effect of the transformational leadership model to refine the perception of the transformational leadership theory. It concludes that transformational leadership does not produce a total effect the same as the sum of the effects of the four I's. It argues that the additive effect of transformational leadership is a myth and that the four I's do not have an additive influence. Therefore, researchers should not introduce the four I's as a legitimate model of transformational leadership. For future research, this paper highlights the need for a new theory that justifies transformational, transactional, and laissez-faire leadership styles with conceptual clarity.

This study aimed to identify the effect of staff development on retail SMEs' performance in Saudi Arabia. By using a random sampling method, this study was conducted on a sample size of 386 subjects, working in various retail workshops in Yanbu, Saudi Arabia; the response rate was 86%. An 11-item scale was developed to measure the effect of staff development on retail SMEs' performance. It consists of three parts: treating staff as individuals, staff delegation, and performance. Structural equation modelling (SEM) was used to test the research hypotheses. This study found that staff development has a positive effect on retail SMEs' performance. This informs the managers that if they work closely with each employee and delegate responsibilities and tasks to their subordinates, the latter may feel satisfied, supported, and encouraged. Thus, the employees would produce more, be engaged in effective behaviour, be loyal to their employer, and avoid neglectful behaviour in the workplace. These implications will increase performance and ultimately assist retail SMEs to survive, especially after the first 5 years of trading.