Research On The Relationship Among Transformational Leadership,psychological Empowerment And Turnover Intention Of Knowledge Employees

The rise of the knowledge economy turned the competition among enterprises from market, resources to the talent competition gradually. Human capital symbolize with knowledge is becoming the critical production factor that deciding the fate of enterprise. On the one hand, due to knowledge employees grasp the “lifeline” of enterprise such as important technology, information and knowledge, so they dominate in the game with corporate. On the other hand, because of the personality characteristics of knowledge employees and the pursuit of career development. All these lead the high turnover rate of knowledge employees, and put forward higher requirements on the current management of organization.Transformational leadership enables employees to fully realize the significance and responsibility of their task and stimulates their high-level demand, prompting employees to sacrifice their personal interests for the interests of organization to reach results that more than expected. Transformational leadership emphasizes warrant, and its nature is the effective relationship between leadership and staff, expressed as a combination of leadership behavior with beneficial effects on employees. This authorization is different from the previous traditional authorization for meeting the requirements of knowledge workers with autonomous decision-making effectively and focus on the psychological experience after authorized. The perception of psychological empowerment of knowledge employees leads them to obtain a higher work autonomy, to experience the meaning of work and meet the high level of psychological demands greatly,enable them to experience the value of work and life, thereby reducing turnover behavior consciously.Therefore, this paper based on leadership-members exchange perspective and takes knowledge workers as the research object, combining theoretical studies of transformational leadership, psychological empowerment and knowledge employees’ turnover intention, on the basis of assumption deduction and logical deduction, then use quantitative and qualitative analysis method to study the mechanism between transformational leadership and turnover intention of knowledge employees through 289 valid samples.This paper finally draw the following conclusions:First, the higher of the position the knowledge employees get, the stronger perception of significance,work influence and independence of their work.Second, the longer working life of knowledge employees, the stronger their self-efficacy.Third, transformational leadership can significantly reduce the turnover intention of knowledge employees.Fourth, transformational leadership can improve psychological empowerment of knowledge employees significantly.Fifth, psychological empowerment can significantly reduce the turnover intention of knowledge employees, but not all dimensions of psychological empowerment are significantly negative correlated with turnover intention. Work significance, work autonomy and work influence are significantly negative related with psychological empowerment of knowledge employees, but self-efficacy and turnover intention ofknowledge employees are not significantly negative related.Sixth, psychological empowerment partially mediates between transformational leadership and turnover intention of knowledge employees. Transformational leadership could reduce knowledge employees’ turnover intention by increasing work significance, work autonomy and work influence, but self-efficacy does not have an intermediary role between them.Based on these inclusions, we draw that the implementation of transformational leadership in the organization helps to improve psychological empowerment of knowledge employees, thereby reducing their turnover intention. In management practice, in order to reduce turnover intention of knowledge employees. Firstly, leaders should shape and exercise their transformational leadership. Secondly, leaders should create a feeling of being authorized for knowledge employees in the organization to strengthen their perception of psychological empowerment. Finally, leaders should consider the characteristics of knowledge employees to create an environment that could balance their work- family relationship.