Impact Of Managerial Leadership On Employee Turnover

Impact of Managerial Leadership on Employee Turnover
Introduction
Employee turnover has always been an important topic of discussion for human resource managers. Turnover entails a huge cost to the organisation. Several reasons have been cited for the increasing employee turnover. One of the major reasons for it is the impact of the leader’s behaviour. Leader plays a vital role in winning the employees’ commitment towards the organisation. No organisation can succeed without the wholehearted cooperation of its employees. If in such a situation, there is a constant turnover of employees, it may lead to catastrophic results for the organisation. The talented employees who enter the organisation need to be encouraged to stay with it for as long

• To determine the important qualities to be possessed by a leader to influence employee behaviour.
• To assess the leadership styles which are more conducive to retaining employees.

Review of Literature
Long and Thean (2011) had created a conceptual framework which linked leadership style, job satisfaction and turnover intentions. In 2012, Long, Thean, Ismail and Jusoh, tried to study the impact of leadership styles over turnover intentions of employees. They studied the relationship with two leadership styles: transformational and transactional. They studied the impact on academic staff of a community college in Malaysia. Though earlier studies had established a relationship between leadership styles and turnover yet their study showed contradictory results. They felt that the result differed due to the nature of work. Since academicians in higher education work mostly by themselves to impart knowledge to their students, there was little impact of leadership styles on their turnover intentions. So even though leadership style has a bearing on employee turnover, yet it may differ from industry to industry and may depend on the nature of

Webb (2011) observed that emotional intelligence has an impact on employee’s commitment to the leader as well as the organisation. It also affects the employee’s performance. Webb defined emotional intelligence to consist of sociability, emotionality, self-control, well-being and general emotional intelligence. The study revealed that managers and leaders often display behaviours related to well-being and sociability frequently. However, self-control and emotionality are considered to have a greater impact on employee commitment.
Various authors lay stress on different qualities that a leader must possess. Today a leader is not only identified by the ability to command and lead. According to Satope et al (2014), a leader should be able to work well in teams, get along with people as well as help in creating a vision with which others can