Investigating the relationship between transformational leadership style, public leadership roles and employees' job satisfaction and turnover intention

Abstract

Leadership style and roles, job satisfaction, organisational commitment and employees' trust in their managers have become important aspects for the South African (SA) public sector departments in recent years. Grounded in the transformational leadership theories, public leadership roles theories, job satisfaction theory and turnover intention theory, the study examined the relationship or interconnection between transformational leadership style, public leadership roles, and employees' job satisfaction and turnover intention in the South African Social Security Agency (SASSA) North West. The study adopted a quantitative research approach and was underpinned by a positivist research paradigm. Data had been collected from 250 participants using a self-administered survey questionnaire. The data were analysed with the aid of a statistical computer programme, Statistical Package for the Social Sciences (SPSS). The results revealed that the positive correlation between transformational leadership and employees' job satisfaction leans towards a small effect size or no practically significant correlation (r = .228), while a negative correlation between transformational leadership and turnover intention leans towards a small effect or no practically significant correlation (r = -.091). The study further revealed that the positive correlation between the four public leadership roles (accountability (r = .311); rule-following (r = .241); political (r = .199); network governance (r = .295), and job satisfaction leans towards a small effect size or no practically significant correlation to a medium effect or practically visible relationship. On the other hand, the correlations between accountability role (r = -016); rule-following role (r =.008); political loyalty role (r = -.153); network governance role (r = .012), and turnover intention are small, which showed no practically significant relationship. The study recommended that leaders in public sector departments should pay more attention to their followers' job satisfaction and turnover intention to help them feel connected to the organisation. Recommendations for future research were also provided.