| Purpose. The purpose of this study was to identify and measure the relationship between managerial-caused turnover intention and transformational leadership style, which comprises four subconstructs known as the four I's: idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration.;Methodology. This study utilized survey research with a correlational design to collect the data. To analyze data, the major statistical tests were correlation and regression analytical techniques. The Global Transformational Leadership (GTL) scale was used to measure the transformational leadership style, and the Turnover Intention (TI) scale measured the managerial-caused turnover intention. Data were obtained from 356 subordinates of Professionals In Human Resources Association (PIHRA) members representing a broadly diverse range of organizational types, sizes, and industries. Participants were selected using a cluster-sampling process. The process was controlled to limit over- or underrepresentation; therefore, the participants were thought to be representative of all workers in Southern California.;Findings and Conclusion. The study provided evidence that the transformational leadership style contributes to employee retention. Consequently, managers who adopt behaviors and skills associated with this style of leadership can expect lower rates of turnover. It also found that the four I's correlate highly with one another, are not independent, do not have an additive effect, and are not distinct factors.;Recommendations. Hiring or training transformational managers helps effectively control turnover. Managers should acquire excellent transformational leadership behaviors and skills in order to reduce the managerial-caused turnover intention among their employees. In addition, educators should develop and introduce transformational leadership theory in management textbooks. Finally, the current study recommended several future studies. For instance, further research may address the cause-and-effect relationship of transformational leadership style and the retention of employees, which gender of transformational managers is the most effective in regard to the retention of employees, and whether or not similar results would be found in nondemocratic countries. |
