Transformational leadership and employee turnover intention

Abstract

Purpose – The purpose of this paper is to investigate the impact of transformational leadership on employee turnover intention through the mediating role of affective commitment. Design/methodology/approach – The study examines conceptual relationships in the Ghanaian context, based on structural equation modelling with maximum likelihood estimation, using sample employees from the private sector organizations. In addition, the mediation analysis is conducted with Sobel’s test and 95 per cent CI bootstrap analysis. Findings – The study shows that affective commitment would decline workers’ quitting intention and serves to promote a degree of trust and willingness to follow their leaders’ philosophy, ideology, vision and guidance in the organization. Hence, affective commitment fully mediates the relationship between transformational leadership and employee turnover intention. Practical implications – To help lessen employees quitting intentions, both middle and top-level managers should endeavour to create an atmosphere of trust, admiration, loyalty and respect for their employees. Originality/value – Overall it is shown that affective commitment was the mechanism through which transformational leadership influences employees’ turnover intentions in the SLCs in Ghana.

Leadership Style and Turnover Intention: The Moderating Role of Supervisor Trust

“…[51]also found that transformational leadership affect the turnover intention. In contrast, [46] found that transformational leadership did not affect the turnover intention in Ghana. Leadership style (transformational and transactional) was proposed to affect the turnover intention in manufacturing companies in Malaysia.…”

“…The authors pointed out that implementing transformational leadership in public sector is challenging due to the complex environments of this sector and the need to take into consideration the legal, regulatory, and policy demand. Nevertheless, researchers have deployed the transformational and transactional leadership to understand their effects on the turnover intention in public sector [43], [44] and on work attitude in private sector [13], [45], [46]. This study deployed the theory of transformational and transactional leadership to explain the effect of leadership styles on turnover intention.…”

Peran Komitmen Organisasional Dalam Memediasi Pengaruh Kepemimpinan Transformasional Terhadap Turnover Intention Karyawan Ambiente Spa

“…Hasil yang ditemukan oleh Sartika (2014) keinginan keluar karyawan lebih dipengaruhi oleh komitmen bersinambungan seperti nilai ekonomi yang dirasa dari bertahan di perusahaan dibandingkan dengan komimen afektif dan komitmen normatif seperti persepsi terhadap gaya kepemimpinan transformasional. Berbeda dengan hasil penelitian yang dilakukan oleh Gyensare et al (2016) bahwa komitmen afektif memiliki dampak positif terhadap pengaruh kepemimpinan transformasional terhadap turnover intention dimana jika organisasi peduli dengan karyawannya maka sebaliknya karyawan akan merawat organisasi tersebut sebagai timbal balik dari ikatan emosional mereka.…”

“…Berbeda dengan hasil penelitian yang dilakukan oleh Gyensare et al (2016) bahwa komitmen afektif memiliki dampak positif terhadap pengaruh kepemimpinan transformasional terhadap turnover intention dimana jika organisasi peduli dengan karyawannya maka sebaliknya karyawan akan merawat organisasi tersebut sebagai timbal balik dari ikatan emosional mereka. Penelitian yang dilakukan Gatling et al (2016) menemukan bahwa kepemimpinan memiliki pengaruh negatif tidak langsung dan signifikan terhadap turnover karyawan dengan komitmen organisasional sebagai mediasi, dimana hubungan ini dijelaskan oleh sejauh mana karyawan memiliki ikatan emosional dengan organisasi dan sejauh mana karyawan tidak puas dengan pekerjaannya.…”

Leadership Styles and Retention of Teachers in Private Primary Schools in Bushenyi-Ishaka Municipality, Uganda

“…Studies (e.g. Caillier, 2016;Green, Miller, & Aarons, 2013;Gul, Ahmad, Ur Rehman, Shabir, & Razzaq, 2012;Gyensare, Olivia Anku-Tsede, Sanda & Okpoti, 2016;Sahu, Pathardikar & Kumar, 2018;Wells & Peachey, 2011) made findings pointing to the relationship between the transformational leadership style and employee retention. For instance, Caillier (2016) reported a direct negative association between transformational leadership and turnover intentions.…”