Transformational leadership and employee turnover intention: the mediating role of affective commitment
Date
2016
Authors
Gyensare, M.A.
Anku-Tsede, O.
Sanda, M.-A.
Okpoti, C.A.
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Journal article
Citation
World Journal of Entrepreneurship, Management and Sustainable Development, 2016; 12(3):243-266
Statement of Responsibility
Michael Asiedu Gyensare, Olivia Anku-Tsede, Mohammed-Aminu Sanda and Christopher Adjei Okpoti
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Abstract
Purpose – The purpose of this paper is to investigate the impact of transformational leadership on employee turnover intention through the mediating role of affective commitment. Design/methodology/approach – The study examines conceptual relationships in the Ghanaian context, based on structural equation modelling with maximum likelihood estimation, using sample employees from the private sector organizations. In addition, the mediation analysis is conducted with Sobel’s test and 95 per cent CI bootstrap analysis. Findings – The study shows that affective commitment would decline workers’ quitting intention and serves to promote a degree of trust and willingness to follow their leaders’ philosophy, ideology, vision and guidance in the organization. Hence, affective commitment fully mediates the relationship between transformational leadership and employee turnover intention. Practical implications – To help lessen employees quitting intentions, both middle and top-level managers should endeavour to create an atmosphere of trust, admiration, loyalty and respect for their employees. Originality/value – Overall it is shown that affective commitment was the mechanism through which transformational leadership influences employees’ turnover intentions in the SLCs in Ghana.
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© Emerald Group Publishing Limited