Staying after the storm: How transformational leadership relates to follower turnover intentions in extreme contexts

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.

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Relationship between Transformational Leadership and Employee Retention among Healthcare Professionals in the United States

Business and Economic Research ◽

10.5296/ber.v6i2.9831 ◽

2016 ◽

Vol 6 (2) ◽

pp. 235 ◽

Cited By ~ 4

Author(s):

Mouhamadou Sow ◽

Ambroise Ntamon ◽

Rosa Osuoha

Keyword(s):

United States ◽

Health Care ◽

Transformational Leadership ◽

Organizational Performance ◽

Health Care Professionals ◽

Online Survey ◽

Healthcare Professionals ◽

Turnover Intentions ◽

The United States ◽

Leadership Components

With the endemic health care professional shortage seen both in the United States as well as globally, retaining staff is a high priority. Much like other organizations who rely on human capital, health care professionals are the most important resource for improving patient outcomes, and for achieving organizational performance. Leaders must effectively manage their employees in order to retain top talent and meet organizational goals. One reason for high turnover rates among healthcare professionals is the lack of recognition they are given by their leaders. With this in mind, the purpose of this study was to examine the relationship between transformational leadership components and turnover intentions of health care professionals. One hundred and twenty-seven healthcare professionals from the United States participated in the survey. Participants were recruited through a LinkedIn group of healthcare professionals. More than 100 healthcare professionals from the United States responded to an online survey that contained the Global Transformational Leadership Scale, The Turnover Intention Scale, and demographic questions to describe the sample. A correlational analysis was conducted to determine the type of relationship between the health care professional’s perceptions of their supervisors’ transformational leadership and their intent to turnover. The results of this study support the theory of transformational leadership. The health care professionals’ turnover intentions were negatively correlated with the transformational leadership components, which indicate that as their turnover intentions increased their positive rating of their supervisors’ transformational leadership behaviors decreased.

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Examining Effect of Green Transformational Leadership and Environmental Regulation through Emission Reduction Policy on Energy-Intensive Industry’s Employee Turnover Intention in China

Sustainability ◽

10.3390/su13126530 ◽

2021 ◽

Vol 13 (12) ◽

pp. 6530

Author(s):

Liang Li ◽

Bangzhu Zhu ◽

Xiahui Che ◽

Huaping Sun ◽

Meixuen Tan

Keyword(s):

Transformational Leadership ◽

Environmental Regulation ◽

Turnover Intention ◽

Employee Turnover ◽

Perceived Risk ◽

Emission Reduction ◽

Structural Equation ◽

Turnover Intentions ◽

Mediating Effect ◽

Energy Intensive Industries

This study explored a theoretical model of factors affecting employee turnover intentions in the energy-intensive industry from the perspective of environmental regulation through emission reduction policy. Moreover, we examined whether green transformational leadership has a negative effect on the perception of turnover risk of energy-intensive corporate employees and their turnover intentions; we collected data on 531 employees in the energy-intensive industries in China. Data analysis was conducted using exploratory factor analysis, reliability and validity analysis, stepwise regression model analysis, and a structural equation model to test the research hypothesis. The results revealed that environmental regulation through emission reduction policy has a significant impact on employee perception of turnover risk and turnover intention in energy-intensive industries in China. The perception of turnover risk has a greater effect on the turnover intention among employees than the emission reduction policy. Moreover, we found that the perceived risk of turnover has a mediating effect in the relationship between environmental regulation through carbon emission reduction policy and turnover intention. However, green transformational leadership has an inhibiting effect on the perception of turnover risk and turnover intention among employees. This research has crucial theoretical significance for the transformation of energy-intensive enterprises and promoting the sustainable development of energy-intensive enterprises in China.

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The Impact of Transformational Leadership on Job Satisfaction and Employee Turnover Intentions: A Conceptual Review

SHS Web of Conferences ◽

10.1051/shsconf/202112408005 ◽

2021 ◽

Vol 124 ◽

pp. 08005

Author(s):

Evelyn Gan ◽

Mung Ling Voon

Keyword(s):

Job Satisfaction ◽

Transformational Leadership ◽

Leadership Style ◽

Turnover Intention ◽

Employee Turnover ◽

Turnover Intentions ◽

Working Environment ◽

Future Research ◽

Employee Turnover Intention ◽

The Impact

All employees deserve a decent working environment in order to be productive in their work. High employee turnover has adverse effects on economic growth as companies incur additional costs and experience drop in productivity. Hence, identifying the factors that reduce employee turnover intention is in line with Sustainable Development Goals. This review paper aims to improve our understanding of the relationship between transformational leadership style and job satisfaction, and examines their impact on reducing employee turnover intention. The literature review has proved that transformational leadership and job satisfaction greatly influence an employee’s decision to leave or stay with his or her organisation. Based on the literature, this paper also provides recommendations for future research areas that would provide valuable information in helping organisations reduce employee turnover intention, and ultimately employee turnover.

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Transformational-Transactional Leadership Styles and Followers’ Regulatory Focus

Journal of Personnel Psychology ◽

10.1027/1866-5888/a000043 ◽

2011 ◽

Vol 10 (4) ◽

pp. 182-186 ◽

Cited By ~ 52

Author(s):

Melvyn R. W. Hamstra ◽

Nico W. Van Yperen ◽

Barbara Wisse ◽

Kai Sassenberg

Keyword(s):

Transformational Leadership ◽

Leadership Styles ◽

Transactional Leadership ◽

Organizational Effectiveness ◽

Regulatory Focus ◽

Turnover Intentions ◽

Regulatory Fit ◽

Survey Study

Individuals’ willingness to remain in their organizations contributes to workforce stability and organizational effectiveness. Working from the notion that different leadership styles encourage followers to self-regulate in distinct ways, we propose regulatory fit between leadership styles and followers’ self-regulatory preferences may reduce followers’ turnover intentions. Corroborating our reasoning, a survey study showed transformational leadership reduced turnover intentions for highly promotion-focused followers, whereas transactional leadership reduced turnover intentions for highly prevention-focused followers. Thus, tailoring leadership to followers’ self-regulatory preferences may contribute to workforce stability and organizational effectiveness.

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The Embedding Effect of Transformational Leadership in Extreme Contexts

Academy of Management Proceedings ◽

10.5465/ambpp.2015.139 ◽

2015 ◽

Vol 2015 (1) ◽

pp. 11396

Author(s):

Marion B. Eberly ◽

Dustin J Bluhm ◽

Cristiano L. Guarana ◽

Bruce J. Avolio

Keyword(s):

Transformational Leadership ◽

Extreme Contexts ◽

Embedding Effect

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Effects of transformational leadership on turnover intentions in IT SMEs

International Journal of Manpower ◽

10.1108/ijm-10-2014-0202 ◽

2016 ◽

Vol 37 (8) ◽

pp. 1322-1346 ◽

Cited By ~ 4

Author(s):

Swati Mittal

Keyword(s):

Transformational Leadership ◽

Meaning In Life ◽

Turnover Intentions ◽

Work Outcomes ◽

Transformational Leaders ◽

Limited Sample ◽

Content Type ◽

Commitment Level ◽

The Impact ◽

Practical Implications

Purpose The purpose of this paper is to examine the impact of transformational leadership (TL) on building trust and hence, its influence on the commitment level of the employees to achieve the desired work outcomes. It also examined whether transformational leaders were able to psychologically empower employees so as to increase their commitment level and thus reduce the employee turnover intentions (TIs) in the small- and medium-sized (SME) IT companies operating in Delhi NCR, India. Design/methodology/approach Data were collected from 420 employees (168 females and 252 males) of SME IT companies operational in Delhi NCR, India. They responded to questions about their leader’s TL and their own psychological empowerment (PE), commitment and trust. Findings The findings of the study show that transformational leaders were able to create a higher level of PE and trust amongst their employees. Further, it was also found that this led to an increase in their commitment level and hence, a decrease in their TI. The findings of the study also suggest that trust, commitment and PE act as mediators. Research limitations/implications Limited sample size is a possible limitation of the study. One more limitation of the study is the data collection method, i.e. through survey. It was self-reported, taking only the perspective of the employees; it may not be a completely accurate response. Practical implications With TL, leaders can psychologically empower followers to do things in a better way and can develop trust in employees resulting in high commitment; highly committed employees in turn reduce the TIs. If followers do not have faith in their own capability, it may not be possible for them to complete their job effectively. Originality/value This study adds to the existing literature; it clarifies the process by which transformational leaders enhance followers’ meaning in life through PE and develop trust resulting in high commitment.

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