The influence of leadership behaviours on talent retention: An empirical study

SA Journal of Human Resource Management


 
 
Field Value
 
Title The influence of leadership behaviours on talent retention: An empirical study
 
Creator Mey, Michelle R. Poisat, Paul Stindt, Carmen
 
Subject — Leadership, leadership behaviour, talent retention, talent management strategy, South African organisations
Description Orientation: Top talent remains the main source of organisational competitive advantage. The ability to attract, motivate and develop Talent management and retention of high performing employees is imperative for organisations to survive and thrive in today’s dynamic and volatile complex world of work. Studies reveal that employees’ intentions to stay or quit are influenced by the leadership behaviours of managers.Research purpose: The focus of this study was to identify the leadership behaviours that influence talent retention.Motivation for the study: To determine the leadership behaviour preferences of South African employees, as well as the extent to which these behaviours influence talent retention.Research approach/design and method: A quantitative research approach was adopted utilising a non-experimental comparative research design. Exploratory factor analysis was conducted to determine the nature of the underlying factor structure that emerged from the Leadership Behaviour Importance and Leadership Behaviour Experience scales respectively. Snowball convenience sampling was used, attracting 711 useable responses.Main findings: This study revealed that the retention of skilled, engaged employees requires leaders who can provide them with a sense of belonging, respect, empowerment, support their personal growth and development, and provide them with flexibility and freedom in executing their duties.Practical/managerial implications: Leaders need to demonstrate certain behaviours which include providing a sense of belonging, respect, empowerment, support for personal growth, flexibility and connecting at the human interface. This is important in an increasingly technology-driven world, and more recently, under the working conditions created by the COVID-19 pandemic. It is believed that the ability of leaders to connect at the human interface will continue to significantly influence talent retention, in the future.Contributions: This study will benefit future organisational leaders in better understanding the specific leadership behaviours that enhance talent retention and talent retention strategies.
 
Publisher AOSIS
 
Contributor
Date 2021-04-28
 
Type info:eu-repo/semantics/article info:eu-repo/semantics/publishedVersion — —
Format text/html application/epub+zip text/xml application/pdf
Identifier 10.4102/sajhrm.v19i0.1504
 
Source SA Journal of Human Resource Management; Vol 19 (2021); 9 pages 2071-078X 1683-7584
 
Language eng
 
Relation https://sajhrm.co.za/index.php/sajhrm/article/view/1504/2493 https://sajhrm.co.za/index.php/sajhrm/article/view/1504/2492 https://sajhrm.co.za/index.php/sajhrm/article/view/1504/2494 https://sajhrm.co.za/index.php/sajhrm/article/view/1504/2491
 
Coverage — — —
Rights Copyright (c) 2021 Michelle R. Mey, Paul Poisat, Carmen Stindt https://creativecommons.org/licenses/by/4.0