Original Research

Transformational leadership as a mediator in the relationship between satisfaction with remuneration and the retention of artisans in the military

Zamokuhle W. Shabane, Cecile M. Schultz, Catharina E. van Hoek
SA Journal of Human Resource Management | Vol 15 | a923 | DOI: https://doi.org/10.4102/sajhrm.v15i0.923 | © 2017 Zamokuhle W. Shabane, Cecile M. Schultz, Catharina E. van Hoek | This work is licensed under CC Attribution 4.0
Submitted: 06 March 2017 | Published: 28 November 2017

About the author(s)

Zamokuhle W. Shabane, Department of Defence, Pretoria, South Africa
Cecile M. Schultz, Department of People Management and Development, Tshwane University of Technology, South Africa
Catharina E. van Hoek, Department of People Management and Development, Tshwane University of Technology, South Africa


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Abstract

Orientation: The field of leadership has been extensively researched over the last couple of decades, with a particular emphasis on the different types of leadership styles. The most valuable resource that any manager works with is human resources. Studies have indicated that the way in which people are managed is influenced by the leadership styles of managers. This, in turn, influences employee behavioural intention, including intention to quit. Retention is, in turn, influenced by a number of factors, including remuneration. This study considers the relationship between satisfaction with remuneration and retention and the mediating role that a transformational leadership style may play in this regard.

Research purpose: The objectives of this study were twofold. Firstly, to determine whether transformational leadership played a mediating role in the relationship between satisfaction with remuneration and intention to stay amongst artisans employed in the military. Secondly, to determine whether there were demographic differences for these findings.

Motivation for the study: This study was conducted to determine whether a perceived lack or presence of transformational leadership influences the intention to quit amongst employees in relation to their level of satisfaction with their remuneration. In this way, the study may assist in determining strategies to improve artisan retention levels.

Research methodology: The study was quantitative in nature. A survey research design was applied to collect data, using a questionnaire as the survey instrument, from artisans (N = 108) employed at a military unit in Pretoria.

Main findings: The results revealed that the participants, regardless of gender or race, were generally unsatisfied with their remuneration. Transformational leadership was found to play a mediating role in the relationship between satisfaction with remuneration and intention to stay.

Practical/managerial implications: Organisations should develop the transformational leadership skills of their managers in order to increase talent retention levels and reduce employees’ intentions to quit.

Contribution and value additions: The results of the study could assist military base commanders in improving artisan retention levels through implementing effective transformational leadership development programmes.


Keywords

transformational leadership; talent retention; remuneration; satisfaction

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