Original Research

Can transformational managers control turnover intention?

Massad A. Alatawi
SA Journal of Human Resource Management | Vol 15 | a873 | DOI: https://doi.org/10.4102/sajhrm.v15i0.873 | © 2017 Massad A. Alatawi | This work is licensed under CC Attribution 4.0
Submitted: 09 October 2016 | Published: 30 May 2017

About the author(s)

Massad A. Alatawi, Department of Management, Taibah University, Saudi Arabia

Abstract

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.


Keywords

turnover intention; correlation; transformational leadership style; Southern California; cluster sample; employee retention

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