Leadership mindset: the existence or absence of leadership styles that encourages talent management and its practices and how this affects both career orientation and burnout

Abstract

In order to attain enduring competitive advantage, talent management practices have been identified as one of the most effective tools. Talent Management practices in the North-West Provincial Department are focused on the future needs of the organization and their employees. While they feel that the organization segments talent good, employees claim that the talent reviewing process is just neutral. Talent standards and overall issues on talent are given the attention they need; however, there is still room for extended development. In order for individuals, teams and organisations to work cohesively towards specified organisational goals, leadership must manage all activities and systems effectively. Therefore, this lays a platform for organizational leaders and HR managers to revise relevant policies so as to have talent reviewed on a constant basis, reengaging employees with constructive feedback and due credit. Individuals take jobs that are not only in alignment with their interests but they also go for what they prefer doing. If they experience burnout, they are most likely to get detached from their work. This research was geared towards investigating whether strong leadership through good talent management practices can affect both career orientation and burnout. Descriptive measures were utilised with a stratified random sample (N = 205). A biographical questionnaire was administered to investigate the demographics of participants. An exploratory factor analysis was used to determine the underlying factor structure of the variables. The results suggested that the were difference amongst the identified leadership patterns. Furthermore, the results indicate that most employees are actually burnt out. According to the results many employees suffer personal and work related burnout. Career orientation is essential to the survival of the organization and as such, leaders ought to continuously refine the talent review process to ensure to attraction, retention, motivation and rewarding of talent employees. The findings increase the body of knowledge in the issues regarding leadership mindset, career orientation and burnout concentric to talent management practices.