The influence of leadership behaviours on talent retention: An empirical study

• Main Authors: Michelle R. Mey, Paul Poisat, Carmen Stindt
• Format: Article
• Language: English
• Published: AOSIS 2021-04-01
• Series: South African Journal of Human Resource Management
• Subjects: leadership, leadership behaviour, talent retention, talent management strategy, south african organisations
• Online Access: https://sajhrm.co.za/index.php/sajhrm/article/view/1504

Orientation: Top talent remains the main source of organisational competitive advantage. The ability to attract, motivate and develop Talent management and retention of high performing employees is imperative for organisations to survive and thrive in today’s dynamic and volatile complex world of work. Studies reveal that employees’ intentions to stay or quit are influenced by the leadership behaviours of managers. Research purpose: The focus of this study was to identify the leadership behaviours that influence talent retention. Motivation for the study: To determine the leadership behaviour preferences of South African employees, as well as the extent to which these behaviours influence talent retention. Research approach/design and method: A quantitative research approach was adopted utilising a non-experimental comparative research design. Exploratory factor analysis was conducted to determine the nature of the underlying factor structure that emerged from the Leadership Behaviour Importance and Leadership Behaviour Experience scales respectively. Snowball convenience sampling was used, attracting 711 useable responses. Main findings: This study revealed that the retention of skilled, engaged employees requires leaders who can provide them with a sense of belonging, respect, empowerment, support their personal growth and development, and provide them with flexibility and freedom in executing their duties. Practical/managerial implications: Leaders need to demonstrate certain behaviours which include providing a sense of belonging, respect, empowerment, support for personal growth, flexibility and connecting at the human interface. This is important in an increasingly technology-driven world, and more recently, under the working conditions created by the COVID-19 pandemic. It is believed that the ability of leaders to connect at the human interface will continue to significantly influence talent retention, in the future. Contributions: This study will benefit future organisational leaders in better understanding the specific leadership behaviours that enhance talent retention and talent retention strategies.