Original Research

Leadership talent mindset as a catalyst for talent management and talent retention: The case of a Botswana local government institution

Emmerentia N. Barkhuizen, Refilwe L. Masale
SA Journal of Human Resource Management | Vol 20 | a1914 | DOI: https://doi.org/10.4102/sajhrm.v20i0.1914 | © 2022 Emmerentia N. Barkhuizen, Refilwe L. Masale | This work is licensed under CC Attribution 4.0
Submitted: 18 February 2022 | Published: 30 August 2022

About the author(s)

Emmerentia N. Barkhuizen, Department of Industrial Psychology and People Management, College of Business and Economics, University of Johannesburg, Johannesburg, South Africa
Refilwe L. Masale, Department of Industrial Psychology and Human Resource Management, Faculty of Economic and Management Sciences, North-West University, Mmabatho, South Africa


Orientation: Talented employees play an essential role in the service performance of local government institutions. Unfortunately, talent management remains a neglected practice within the local government, mainly because of the absence of leadership talent mindsets.

Research purpose: The main focus of this research study was to determine how leadership talent mindset influences talent management and voluntary turnover intentions of employees in a Botswana local government institution.

Motivation for the study: Research on the predictive relationships between leadership talent mindset, talent management and voluntary turnover intentions is yet forthcoming in the Botswana context.

Research approach/design and method: The researchers followed a quantitative research approach. Data were collected from a stratified random sample of employees (N = 405) from a Botswana local government institution. A leadership talent mindset scale, talent management measurements and voluntary turnover intentions questionnaire were administered.

Main findings: The results showed a weak leadership talent mindset towards talent management. A leadership talent mindset significantly predicted poor talent management practices and voluntary turnover intentions. Talent development moderated the relationship between the leadership talent mindset and voluntary turnover intentions.

Practical/managerial implications: Leaders need to adopt the appropriate talent mindsets to implement those talent management practices that will retain key and competent talent in local government institutions.

Contribution/value-add: This research study advances empirical knowledge on the importance of leadership in facilitating effective talent management in local government.


developing countries; leadership talent mindset; local government; talent management; voluntary turnover intentions


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1. Talent management and performance in the public sector: the mediating role of line managerial support
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doi: 10.1108/JOEPP-09-2022-0274