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

Abstract

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.