Transformational leadership influences on work engagement and turnover intention in an engineering organisation

SA Journal of Human Resource Management

Field Value
Title Transformational leadership influences on work engagement and turnover intention in an engineering organisation
Creator Ntseke, Thabisile Mitonga-Monga, Jeremy Hoole, Crystal
Subject Human resource management, organisational behaviour, Industrial Psychology transformational leadership; idealised influence; inspirational motivation; intellectual stimulation and individualised consideration; work engagement; turnover intention
Description Orientation: This study examined how transformational leadership (TFL) moderates the relationship between work engagement (WE) and perceptions of turnover intention (TI) in an engineering organisation.Research purpose: The study seeks to address the paucity of research on the moderating effect of TFL on the relationship WE and TI in the South African working environment and more specifically in the engineering organisation.Motivation for the study: The engineering sector is an important contributor to the DGP, but faces a skills shortage. Transformational leadership can play a key role in the retention of skills.Research approach/design and method: The study comprised 129 engineers in a South African engineering organisation. The study used a nonexperimental, quantitative research approach, while the population included a convenience nonprobability sample (N = 124) of permanently employed engineers in a South African engineering organisation (women = 18%). Perceptions of TFL, WE and TIs were measured, and data were analysed by applying hierarchical moderator regression analysis to predict employee TI from WE in interaction with TFL.Main findings: The results indicate that TFL dimensions, namely idealised influence, inspirational motivation, intellectual stimulation and individualised consideration, moderated the relationship between WE dimensions, namely vigour and dedication and TI. Perceptions of a leader who articulated the organisation’s vision, acted as a role model, was inspiring, stimulated creativity and developed followers would enhance employees’ levels of energy, dedication and efforts and hence reduce TI.Practical/managerial implications: Transformational leadership is vital for positive employee engagement and employee retention. Leaders should therefore have TFL competencies and be adept in engaging with their followers.Contribution/value-add: This study adds value to the current engineering organisation as well as TFL, WE and TI literature by examining the effects of WE and TI, positing that TFL is a sound moderator in the relationship between the WE and TI.
Publisher AOSIS
Date 2022-12-02
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.v20i0.2013
Source SA Journal of Human Resource Management; Vol 20 (2022); 11 pages 2071-078X 1683-7584
Language eng
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Rights Copyright (c) 2022 Thabisile Ntseke, Jeremy Mitonga-Monga, Crystal Hoole