Management
Fizza Saeed; You Jun
Abstract
The influence of transformational leadership (TL) on employee turnover intention (ETI) in SMEs is explored in this research, including the mediating and moderating function of affective organizational commitment (AC) and job embeddedness (JE). Data was obtained from 456 workers of SMEs using convenience ...
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The influence of transformational leadership (TL) on employee turnover intention (ETI) in SMEs is explored in this research, including the mediating and moderating function of affective organizational commitment (AC) and job embeddedness (JE). Data was obtained from 456 workers of SMEs using convenience sampling. The numerous associations were estimated using Smart PLS structural equation modelling (PLS-SEM). The study's findings indicate that transformative leadership and ETI have a negative and substantial association. Consequently, AC and JE mediated the association between transformative leadership and employee turnover intention. Lastly, the transformative leadership and employee turnover connections are favorably moderated by job embeddedness. To improve JE and AC and reduce employee turnover, SMEs should implement transformational leadership abilities such as developing a compelling vision for the workforce, fixating on goal attainment, having conflict approaches, a feeling of belonging, and interacting on staff professional development. Leaders should employ transformational leadership traits include creating a vision statement for employees, emphasizing on desired outcomes, implementing challenge solutions, having a purpose and direction, and devoting time to team professional development.
Management
Fizza Saeed; You Jun
Abstract
This research studies the influence of transformative leadership (TL) on retaining employees (ER) in businesses, as well as the function of job embeddedness (JE) as a mediating factor. 428 individuals were surveyed for information from diverse firms using convenience sampling. Numerous associations were ...
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This research studies the influence of transformative leadership (TL) on retaining employees (ER) in businesses, as well as the function of job embeddedness (JE) as a mediating factor. 428 individuals were surveyed for information from diverse firms using convenience sampling. Numerous associations were estimated using smart PLS structural equation modelling (PLS-SEM). All of these criteria show a considerable positive connection, as hypothesized. This analysis contains a number of insights that will benefit the individual in the corporate sector. From the outcomes, transformative leadership and ER have a favorable and substantial relationship. Correspondingly JE and ER were found to have a significantly positive relationship. JE served as a stimulating mediator in the interaction between transformative leadership and staff retention. Leaders should employ transformational leadership traits include creating a vision statement for employees, emphasizing on desired outcomes, implementing challenge solutions, having a purpose and direction, and devoting time to team professional development to increase JE and ER.
