In today''s social environment, talent is a crucial part of enterprise competition; eliminating talent will result in massive losses for enterprises. Therefore, to lower the pace of brain drain, businesses need assist employees in establishing a sense of belonging. There is a pressing requirement for further studies on organizational leadership and employee turnover rates in light of the increasing significance of management at all levels of organization. The purpose of this study was to assess the impact of transformational and transactional leadership on turnover intention, as well as the impact of perceived empowerment on turnover intention as a moderator between transformational/transactional leadership and turnover intention. Furthermore, this study aimed to investigate whether personality played a moderating role in the connection between transformational/transactional leadership and turnover intention. This was done because every employee is unique, even when placed in the same environment, and their reactions may vary depending on their nature.
This research employed a network survey of 645 Chinese employees conducted between June 1, 2022, and August 31, 2022, yielding data from 597 completed questionnaires for empirical analysis. The high turnover rate of China was identified as a target nation for this investigation. The following are the findings from the validation study, which was conducted using the SPSS and Amos for frequency analysis, reliability analysis, exploratory factor analysis, confirmatory factor analysis, structural equation path analysis, mediation, and adjustment effect analysis.
I. The hypothesis that transformational leadership with Chinese features has a negative (-) impact on employee turnover intention is accepted, confirming that organizational managers'' transformational leadership will diminish employee turnover intention. II. Hypothesis 2 in this research was based on the distinction between transactional and transformational leadership. It turns shown that transactional leadership have a negative (-) impact on employees'' turnover intention. III. It is accepted that transformational leadership has a positive (+) impact on empowerment (hypothesis 3). IV. It is accepted that transactional leadership has a positive (+) impact on empowerment (Hypothesis 4). V. The findings of the research indicate that perceived empowerment has the impact of diminishing turnover intention; hence, hypothesis 5 that empowerment has a negative (-) impact on turnover intention is adopted. VI. In Hypothesis 6, between transformational leadership and turnover intention, the results show that meaning and competence play a mediating role in the four dimensions of empowerment. Therefore, in order to lessen the intention of employees to leave firms using transformational leadership, the responsibilities of the organization''s members should be infused with purpose and their personal abilities should be enhanced. VII. The findings of this study support the Hypothesis 7, which posits that the connection between transformational leadership and turnover intention is mediated by the three aspects of meaning, competence, and impact in empowerment. The desire of employees to leave a company is diminished when transformational leadership succeed in helping workers see the significance of their work, their own abilities, and the impact they may have on the firm. As a result, it is essential for managers to provide employees meaningful work and increase their potential and impact inside the firm. VIII. The outcomes of Hypothesis 8 reveal that in Big Five Personality, conscientiousness, neuroticism, and Openness to Experience play a moderating effect between transformational leadership and turnover intention. The outcomes of Hypothesis 9 indicated that the agreeableness of the Big Five Personality regulated the association between transformational leadership and turnover intention.
This research will add to the pilot empirical study on the association between transformational leadership and turnover intention. Furthermore, managers assist in the implementation of applicable leadership types and in making appropriate staffing decisions on the basis on the personality traits of the organization''s members. This has had a significant impact on both practice and theory.