The relationship between transformational leadership, trust, and voluntary employee turnover

by Mella, Michael J., D.B.A., CAPELLA UNIVERSITY, 2016, 134 pages; 10255448

Abstract:

The ability for an organization to control an employee’s intentions to quit is critical for overall organizational success. Organizational leadership and the relationship between leader and follower has a direct impact on not only the achievement of organizational goals but it also affect’s an employee’s organizational commitment. Trust is an essential element in the development of this relationship between leaders and followers. The aim of this quantitative study was to examine and determine to what extent trust moderates the relationship between leadership behavior, specifically transformational leadership, and an employee’s quit intentions. For this study, data was gathered from a target population of self-identified individuals who were between the ages of 18-65 and employed full-time, with a final sample of 400 respondents collected by Survey Monkey®. The study consisted of three existing research instruments that have already established both reliability and validity through previous research. The combined survey instruments that were used for this research are the Multi-Factor Leadership Questionnaire (MLQ 5X-Short), the Organization Trust Inventory (OTI-SF), and the Turnover Intention Scale (TIS-6). Statistical analysis revealed the alternative hypothesis was partially supported as the moderator “trust” and two of the five subcomponents of “transformational leadership”, idealized attributes and inspirational motivation, showed a statistically significant negative Pearson Correlation with the dependent variable “employee quit intentions.” Further linear correlation indicated statistical significance at p < 0.01 for age, idealized attributes, and idealized behaviors and statistical significance at p < 0.05 for inspirational motivation and the moderator Trust. The study’s findings indicate that trust moderates with two of the five subcomponents of “transformational leadership,” and “employee quit intentions.” Understanding one’s willingness to voluntarily quit their job may provide leaders the necessary information to build strong leadership within their respected organizations that may lead to organizational success, sustainability, and mitigate employee quit intentions.

AdviserRick Daniels
SchoolCAPELLA UNIVERSITY
Source TypeDissertation
SubjectsBusiness administration; Management
Publication Number10255448

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