Transformational leadership and employee empowerment as predictors of employee turnover intention among employees of Kampala City Council Authority (KCCA)

Abstract

This study focused on investigating the relationship between transformational leadership, employee empowerment and turnover intention in public sector organizations in Uganda taking Kampala Capital City Authority (KCCA) as a case study. The study adopted a quantitative approach using a correlational research design, where the sample included 207 respondents from 10 directorates of Kampala Capital City Authority. These were selected using systematic random sampling technique. Pearson product moment correlational coefficient and multiple regression was used to analyze the data. Findings indicated positive significant relationship between transformational leadership and employee empowerment (r=0.46, p<0.01)). Employee empowerment and turnover intentions has a significant negative relationship (r=-0.225, p<0.01) whereas the relationship between transformational leadership and turnover intention is a significant negative relationship (r=-0292, p<0.01). The study also found transformational leadership as a better predictor of employee turnover (β=-0.24, p<0.01) than employee empowerment (β=-0.16, p<0.01). The study infers that organizational managers need to create systems that train leaders in transformational leadership style and empower their employees through delegation of duties to avoid employee turnover.