TRANSFORMATIONAL LEADERSHIP, EMPLOYEES ENGAGEMENT AND INTENTION TO STAY OF EMPLOYEES: LITERATURE REVIEW
Keywords:
Transformational Leadership, Employee Engagement, Intention to Stay, Literature ReviewAbstract
The Objectives of this research article were to review relevant literature towards the development of a conceptual framework of the influence of transformational leadership and employee engagement on employee retention. This study focused on determining the relationship of the variables within the conceptual framework for solving the problem of employee turnover. Especially, organizations with loss of their competitiveness due to lack of knowledge, skills and experience of employees or workers have encountered the deteriorated efficiency or potential, causing less competitiveness. The findings would clarify the relationship between transformational leadership, employee engagement and employee retention within the context of a business organization. The results of the study indicated that transformational leadership had a positive influence, creating a willingness to remain or leave the organization of employees. In addition, transformational leadership plays a part in transforming, and if an employee is negatively impacted, it makes the decision to leave the organization. But if it is affected in a positive way, it will make the employee decide to remain in the organization. Including the engagement of the employee who tends to be more attached to the organization will make the employee decide to stay with the organization. By recognizing support from the organization, anticipating both work engagement and the organization. The role of the change leader is primarily about personal support. Leadership, change, and willingness to stay with the organization can present the speculation that employee engagement is likely the central variable in the relationship between leadership, change, and will to stay. It can be further studied the study of relationships with other variables. Or further education in the context of other businesses
References
Albrecht, S. L. & Andreetta, M. (2011). The influence of empowering leadership, empowerment and engagement on affective commitment and turnover intentions in community health service workers. Leadership in Health Services, 24(3), 228-237.
Avolio, K. B. (2008). A Meta-analysis of Transformational and Transactional Leadership Correlates of Effectiveness and Satisfaction: An Update and Extension Binghamton University. Career Development International, 13(3), 224-238.
Bakker, A. B. & Schaufeli, W. B. (2008). Positive organizational behavior: engaged employees in flourishing organizations. Journal of Organizational Behavior, 29(2), 147-154.
Banker, Hu, et.al . (2011). CIO Reporting Structure, Strategic Positioning, and Firm Performance. MIS Quarterly, 35(2), 12 - 29.
Baroudi, J. J. (1985). The impact of role variables on IS personnel work attitudes and intentions. MiS Quarterly, 3(1), 341-356.
Bass, B. M. (1999). Two Decades of Research and Development in Transformational Leadership European. Journal of Work and Organizational Psychology, 8 (1), 9–32.
Chen, Y. S. et al. (2018). Predictors of Intention to Stay and Moderating Role of Gender among Executives in the Malaysian Manufacturing Organizations. International Journal of Academic Research in Business and Social Sciences, 7(14), 19-38.
Du Preez, R. & Bendixen, M. T. (2015). The impact of internal brand management on employee job satisfaction, brand commitment and intention to stay. International Journal of Bank Marketing, 33(1), 78-91.
Guerrero, E. G. et al. (2017). Advancing theory development: exploring the leadership-climate relationship as a mechanism of the implementation of cultural competence. Implement Sci, 12(1), 133-146.
Harter, J. K. et al. (2002). Business-unit-level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87(2), 268-279.
Hills, D. et al. (2012). Validation of a job satisfaction scale in the Australian clinical medical workforce. Eval Health Prof, 35(1), 47-76.
Judge, T. A. & Piccolo, R. F. (2004). Transformational and transactional leadership: a meta-analytic test of their relative validity. J Appl Psychol, 89(5), 755-768.
Kark, R. et al. (2003). The two faces of transformational leadership: empowerment and dependency. J Appl Psychol, 88(2), 246-255.
Kim, J. et al. (2015). Effect of Leadership Style of CEO on Self-leadership and Organizational Effectiveness. Journal of the Korea Academia-Industrial cooperation Society, 16(12), 8424-8436.
Lailah Imandin, C. B. (2014). Christoff Botha. A model to measure employee engagement Problems and Perspectives in Management, 12(4), 520.
Lok, P. & Crawford, J. (1999). The relationship between commitment and organizational culture, subculture, leadership style and job satisfaction in organizational change and development. Leadership & Organization Development Journal, 20(7), 365-374.
Lu, H. et.al. (2007). Job satisfaction and its related factors: a questionnaire survey of hospital nurses in Mainland China. Int J Nurs Stud, 44(4), 574-588.
Luboga, S. et al. (2011). Satisfaction, motivation, and intent to stay among Ugandan physicians: a survey from 18 national hospitals. Int J Health Plann Manage, 26(1), 2-17.
Mester, D. I. et al. (2003). Efficient multipoint mapping: making use of dominant repulsion-phase markers. Theoretical and Applied Genetics, 107(6), 1102-1112.
Meyer, J. P. et al. (2002). Affective, Continuance, and Normative Commitment to the Organization: A Meta-analysis of Antecedents, Correlates, and Consequences. Journal of Vocational Behavior, 61(1), 20-52.
Mobley, W. H. (1982). Some unanswered questions in turnover and withdrawal research. Academy of management review, 7(1), 111-116.
Na-Nan, K. et al. (2018). The Influence of Perceived Organizational Support and Work Adjustment on the Employee Performance of Expatriate Teachers in Thailand. Modern Applied Science, 12(3), 1-6.
Nielsen, K. et al. (2009). The mediating effects of team and self-efficacy on the relationship between transformational leadership, and job satisfaction and psychological well-being in healthcare professionals: a cross-sectional questionnaire survey. Int J Nurs Stud, 46(9), 1236-1244.
Normanb, R. G. (1997). Testing a model of absence and intent to stay in employment: a study of registered nurses in Malta In. J. Nurs. Stud, 34(5), 375-384.
Pienaar, C. & Bester, C. L. (2008). The retention of academics in the early career phase: Empirical research. SA Journal of Human Resource Management, 6(2), 32-41.
Piko, B. F. (2006). Burnout, role conflict, job satisfaction and psychosocial health among Hungarian health care staff: a questionnaire survey. Int J Nurs Stud, 43(3), 311-318.
Saks, A. M. (2006). Antecedents and consequences of employee engagement. Journal of Managerial Psychology, 21(7), 600-619.
Salanova, M. (2005). Linking organizational resources and work engagement to employee performance and customer loyalty: the mediation of service climate. J Appl Psychol, 90(6), 1217-1227.
Salanova, M. & Schaufeli, W. B. (2008). A cross-national study of work engagement as a mediator between job resources and proactive behaviour. The International Journal of Human Resource Management, 19(1), 116-131.
Schaufeli, W. B. & Bakker, A. B. (2004). Job demands, job resources, and their relationship with burnout and engagement: a multi-sample study. Journal of Organizational Behavior, 25(3), 293-315.
Sellgren, S. et al. (2008). Leadership behaviour of nurse managers in relation to job satisfaction and work climate. J Nurs Manag, 16(5), 578-587.
Shahid, A. (2018). Employee Intention to Stay: An Environment Based on Trust and Motivation. Journal of Management Research, 10(4)} 15-32.
Simpson, M. R. (2009). Engagement at work: a review of the literature. Int J Nurs Stud, 46(7), 1012-1024.
Susan Nancarrow et al. (2014). Intention to Stay and Intention to Leave: Are They Two Sides of the Same Coin? A Cross-sectional Structural Equation Modelling Study among Health and Social Care Workers J Occup Health, 56(1), 292–300.
Van Saane, N. et al. (2003). Reliability and validity of instruments measuring job satisfaction--a systematic review. Occup Med (Lond), 53(3), 191-200.
Yamazakia, Y. & Petchdee, S. (2015). Turnover Intention, Organizational Commitment, and Specific Job Satisfaction among Production Employees in Thailand. Journal of Business and Management, 4(4), 22-38.
Zhang, J. et al. (2015). Organizational Commitment, Work Engagement, Person–Supervisor Fit, and Turnover Intention: A Total Effect Moderation Model. Social Behavior and Personality: an international journal, 43(10), 1657-1666.