Leonardus Kelvin Handaya

Peran Gaya Kepemimpinan Terhadap Intention to Leave: Literature Review

Introduction

Peran gaya kepemimpinan terhadap intention to leave: literature review. Kaji peran gaya kepemimpinan terhadap niat karyawan untuk berhenti. Kepemimpinan transformasional mengurangi turnover, sementara autokratik meningkatkannya. Wawasan penting untuk retensi karyawan.

Abstract

This literature review analyzes the role of leadership style in influencing employees’ intention to leave an organization. By examining more than 30 scholarly articles across various sectors, the study finds that leadership style's impact on turnover intention depends heavily on contextual and mediating variables such as job satisfaction, work engagement, affective commitment, and job stress. Transformational and participative leadership styles have consistently shown to reduce turnover intention by increasing motivation and emotional attachment. In contrast, autocratic and toxic leadership tend to increase the intention to leave due to the creation of a negative work environment. The review also highlights the role of supportive HR practices and recommends future exploration of contemporary leadership approaches such as servant and adaptive leadership. This review goes beyond mere description, offering a critical synthesis of theoretical perspectives and empirical findings, and provides practical insights for organizations seeking to enhance employee retention. It concludes that leadership is a strategic driver in reducing turnover and fostering a supportive, engaged, and committed workforce, particularly in the face of modern organizational challenges.

Review

This literature review addresses a highly pertinent issue in organizational psychology and human resource management: the influence of leadership on employee turnover intention. The abstract indicates a comprehensive approach, drawing from over 30 scholarly articles across diverse sectors, which suggests a broad exploration of the existing evidence. The core finding—that leadership style significantly impacts intention to leave, mediated by critical factors like job satisfaction, work engagement, and affective commitment—is clearly articulated and provides a strong foundation for the review. The review demonstrates several commendable strengths. Its explicit identification of key mediating variables moves beyond a simplistic cause-and-effect relationship, highlighting the complexity and multi-faceted nature of the phenomenon. The clear distinction between effective leadership styles (transformational, participative) that reduce turnover and detrimental ones (autocratic, toxic) that increase it offers clear, actionable insights for practitioners. Furthermore, the abstract's claim of providing a "critical synthesis of theoretical perspectives and empirical findings" and offering "practical insights for organizations" is strongly supported by the detailed findings, including the mention of supportive HR practices, positioning this work as a valuable contribution to both academic understanding and organizational strategy for enhancing employee retention. While comprehensive, the abstract also points towards avenues for deeper exploration. The dependence on "contextual variables" is noted, but a more detailed discussion of the specific nature of these contexts (e.g., industry, national culture, organizational size) within the review itself could further enhance its applicability and nuance. The recommendation to explore contemporary approaches like servant and adaptive leadership is excellent, implicitly suggesting areas where current literature might be less saturated. Finally, while the review aims to go beyond mere description, a more granular critical engagement with *how* leadership styles interact with specific "modern organizational challenges" (as hinted in the conclusion) would further solidify its "strategic driver" claim and offer even more targeted practical implications for future research and organizational interventions.

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