Leadership Styles and Talent Retention from Higher Education Institutions in Viet Nam. A Conceptual Framework

Abstract

In recent years, several universities have implemented the accomplishments of the industrial revolution (4.0) in education. This demonstrates the importance of talent retention in the workplace, and brilliant individuals are seen as one of competitive advantage. Managers should have suitable talent management plans because talented individuals are scarce, valuable, and hard to substitute. Through the characteristics that leadership styles will affect, such as reward and recognition, learning orientation, and organizational justice, it will provide the organization with a perspective on the members' feelings about the factors affecting the intention to work longterm at higher education institutions. As a result, the authors propose exploring the talent retention model through leadership styles, which will impact the aspects that employees in an organization feel would be interesting and relevant to them. The authors to guide this study will conduct two phases: qualitative research and quantitative research. To investigate the fundamental factors of leadership style behavior, relating to the talent retention strategy of university leaders in Vietnam, qualitative research will be conducted on 8 universities in three regions. North, Central, and South of Vietnam by semi-structured interview method after interview questions with 8 leaders representing higher education institutions. Quantitative research will be conducted by gathering data from lecturers, researchers from organizations in order to test hypotheses based on the findings of qualitative research.