Transformational leadership as a mediator in the relationship between satisfaction with remuneration and the retention of artisans in the military

Abstract

Orientation: The field of leadership has been extensively researched over the last couple of decades, with a particular emphasis on the different types of leadership styles. The most valuable resource that any manager works with is human resources. Studies have indicated that the way in which people are managed is influenced by the leadership styles of managers. This, in turn, influences employee behavioural intention, including intention to quit. Retention is, in turn, influenced by a number of factors, including remuneration. This study considers the relationship between satisfaction with remuneration and retention and the mediating role that a transformational leadership style may play in this regard.Research purpose: The objectives of this study were twofold. Firstly, to determine whether transformational leadership played a mediating role in the relationship between satisfaction with remuneration and intention to stay amongst artisans employed in the military. Secondly, to determine whether there were demographic differences for these findings.Motivation for the study: This study was conducted to determine whether a perceived lack or presence of transformational leadership influences the intention to quit amongst employees in relation to their level of satisfaction with their remuneration. In this way, the study may assist in determining strategies to improve artisan retention levels.Research methodology: The study was quantitative in nature. A survey research design was applied to collect data, using a questionnaire as the survey instrument, from artisans (N = 108) employed at a military unit in Pretoria.Main findings: The results revealed that the participants, regardless of gender or race, were generally unsatisfied with their remuneration. Transformational leadership was found to play a mediating role in the relationship between satisfaction with remuneration and intention to stay.Practical/managerial implications: Organisations should develop the transformational leadership skills of their managers in order to increase talent retention levels and reduce employees’ intentions to quit.Contribution and value additions: The results of the study could assist military base commanders in improving artisan retention levels through implementing effective transformational leadership development programmes.

An analysis of transformational leadership, talent acquisition and talent retention of engineers at an energy provider in South Africa

“…In agreement with the present study, Shabane, Schultz and Van Hoek (2017) revealed that transformational leadership played a mediating role in the relationship between satisfaction with remuneration and intention to stay. It is the contention by Coomber and Barriball (2006) that satisfaction with remuneration and intention to stay are factors that play a positive role in enhancing the retention employees in organisations.…”

The Influences of Transformational Leadership, Career Development, and Compensation to Job Satisfaction at Padang State University

“…This shows that the better the transformational leadership that was applied by the leader, the better and fairer the compensation system in UNP would be. The findings of this study are in line with [11], [14], [15], [29] that state transformational leadership has a significant and positive effect on compensation.…”

“…Over the last few years, a number of studies related to job satisfaction, transformational leadership, career development, and compensation have been partially carried out and these studies have been conducted in many countries [3], [10], [15], [19], [28], [29]. They provide a theoretical basis for analyzing the effects of job satisfaction on transformational leadership, compensation, and career development.…”

Effect of Emotional Intelligence and Transformational Leadership Towards Work-Life Balance among Royal Malaysian Navy (RMN)

“…Furthermore, transformational leadership has partially positive relationship as mediator toward the relationship of culture intelligence and voice behaviors among employees. Shabane et al (2017) conducted an observation towards 257 artisans in military unit and the findings indicated that the majority of participants, regardless of gender or ethnicity, were dissatisfied with their compensation. Transformational leadership was discovered to mediate the association between job satisfaction and intention to stay.…”