Linking leadership styles and affective commitment to turnover intention: a conceptual study

• Main Authors: Lee, Shing Nuo, Ong, Choon Hee
• Format: Article
• Language: English
• Published: HRMARS 2020
• Subjects: H Social Sciences (General)
• Online Access: http://eprints.utm.my/id/eprint/93154/1/OngChoonHee2020_LinkingLeadershipStylesandAffectiveCommitment.pdf; http://eprints.utm.my/id/eprint/93154/; http://dx.doi.org/10.6007/IJARBSS/v10-i8/7529
• Institution: Universiti Teknologi Malaysia

Today’s Business environment has been changed substantially because of globalism and radical changes and development in information processing, communication, and try to gain competitive advantages in such a competitive business environment. Leadership styles can significantly influence the turnover intention of a company; the morale and productivity of its employees; and its ability to attract, motivate, and retain talented people. Unfortunately, many managers/ leaders are either unaware of the significant impact leadership styles can have, are aware but overwhelmed by the extensive and sometimes conflicting information, or are not well informed about how to build and sustain leadership styles effectively to reduce employees’ turnover intention. This article mentions that managers and leaders need to know about leadership styles that affect turnover intention and emphasizes its importance. It requires managers and leaders to view it as one of their key tasks and understand the importance of aligning organization and decision making. This conceptualization has potential implications for the proves that finding affective commitment in an organization while improving and maintaining organization performance through participation and involvement, reduce with employees’ turnover intention if strong leadership between employees and employers in an understanding of different management ethic.