Relationships between leadership styles and employee turnover intertion in the vietnamese hightech industry

RELATIONSHIPS BETWEEN LEADERSHIP STYLES AND EMPLOYEE TURNOVER INTENTION IN THE VIETNAMESE HIGHTECH INDUSTRY Huỳnh Anh Nhy MBUS 2.4 2011 huynhanhnhy@yahoo.com At University of Economics Ho Chi Minh City– International School Business Dr Nguyen Thi Nguyet Que Page | ACKNOWLEDGEMENT Frist and foremost I offer my sincerest gratitude to my supervisor, Dr Nguyen Thi Nguyet Que, who has supported me through my thesis with her patience and knowledge Without her support, this study would not been completed I would like to express appreciations to my friends who support me in discussing initial questionnaire and sending the final ones to survey target Last but not least, I would like to thank my parents, and family members for their profound supporting, love and caring about me throughout my studies Huynh Anh Nhy 2013, November 15 Page | i ABSTRACT Vietnamese high tech industry is the important part of Vietnam GDP as well as export-shared in the world Unfortunately, this industry is facing with highest employee turnover rate in 2008 – 2012 period Therefore identifying the root cause of employee turnover in this industry is important Much empirical studies about employee turnover intention was found out the influences of leadership styles (transformational, transactional and laissez-faire leadership) on employee turnover intention This research was relied on questionnaire survey to discuss whether there are any relationships between leadership styles and employee turnover intention as well as strength of each relationship is As result, there are only four relationships of one dimension of transformational leadership – individualized consideration and three dimensions of transactional leadership – contingent reward, management by exception (active), management by exception (passive) with employee turnover intention, whilst idealized influence, inspirational motivation, intellectual stimulation and laissez-faire not significant relate to employee turnover intention Therefore, leaders in related industry should focus on negative relationships between individualized consideration and contingent reward and positive relationships between management by exception in active and passive to reduce harmful factor of their business Keywords: Leadership; Employee turnover intention; Transformation; Transactional; Laissezfaire; Idealized Influence; Inspirational Motivation; Intellectual Stimulation; Individualized Consideration; Contingent Reward; Management by Exception; Relationship Page | ii TABLE OF CONTENTS ACKNOWLEDGEMENT i ABSTRACT ii TABLE OF CONTENTS iii LIST OF TABLES vii LIST OF FIGURES ix CHAPTER 1: INTRODUCTION 1.1 Introduction 1.2 Background of study and problem statement 1.3 Research objective and question 1.4 Scope and Significant of this study 1.5 Structure of this study CHAPTER 2: LITERATURE REVIEW 2.1 Introduction 2.2 Leadership overall 2.3 Transformational leadership 10 2.4 2.3.1 Idealized influence (I.I): 11 2.3.2 Inspirational motivation (I.M) 12 2.3.3 Intellectual stimulation (I.S) 12 2.3.4 Individualized consideration (I.C) 13 Transactional leadership 13 2.4.1 Contingent rewards (C.R) 14 2.4.2 Management by exception (M.E) 15 2.5 Laissez-faire leadership 15 2.6 Employee turnover intention (T.I): 16 2.7 Relationship between leadership styles and turnover intention 17 2.7.1 Transformational leadership and employee turnover intention 17 2.7.1.1 Idealized influence and employee turnover intention 18 2.7.1.2 Inspirational motivation and employee turnover intention 18 2.7.1.3 Intellectual stimulation and employee turnover intention 19 2.7.1.4 Individualized consideration and employee turnover intention 19 Page | iii 2.7.2 Transactional leadership and employee turnover intention 20 2.7.2.1 Contingent rewards and employee turnover intention 21 2.7.2.2 Management by exception and employee turnover intention 22 2.7.3 Laissez-faire leadership and employee turnover intention 22 2.8 Research model 23 2.9 Conclusion 23 CHAPTER 3: RESEARCH METHODOLOGY 25 3.1 Introduction 25 3.2 Research Design 25 3.3 Research sample size and description 26 3.3.1 Research sampling 26 3.3.2 Sample description 27 3.4 Initial Questionnaire 28 3.5 Pilot test 31 3.6 Final questionnaire 31 3.7 Data analysis techniques 32 3.7.1 Data coding and entering to SPSS software 32 3.7.2 Test reliability of measurement scales with Cronbanch’s alpha analysis 32 3.7.3 Test relationship among factors with Exploratory Factor Analysis 33 3.7.4 Regression analysis to see the impact of independent variables to dependent variables 34 3.8 Summary 35 CHAPTER 4: DATA ANALYSIS 36 4.1 Introduction 36 4.2 Descriptive Analysis 36 4.3 Reliability (Cronbach’s alpha) 37 4.3.1 Reliability of transformational leadership style subscales 38 4.3.1.1 Reliability of Idealized Influence 38 4.3.1.2 Reliability of Inspirational Motivation 39 4.3.1.3 Reliability of Intellectual Stimulation 39 4.3.1.4 Reliability of Individualized Consideration 40 Page | iv 4.3.2 Reliability of Transactional Leadership style sub-variance 40 4.3.2.1 Reliability of Contingent Reward 40 4.3.2.2 Reliability of Managing Exception – Active 41 4.3.2.3 Reliability of Managing Exception – Passive 41 4.3.3 Reliability of Laissez-Faire Leadership 42 4.3.4 Reliability of Employee Turnover Intention 42 4.4 Exploratory Factor Analysis (EFA) 43 4.4.1 EFA for independence factors: Leadership Styles 43 4.4.2 EFA for dependence factor: Employee Turnover Intention 46 4.5 The Correlation Analysis (Hypothesis testing) 47 4.5.1 Assumptions Testing 48 4.5.2 Hypothesis testing 50 4.5.2.1 Hypothesis testing 51 4.5.2.2 Hypothesis testing 51 4.5.2.3 Hypothesis testing 52 4.6 Conclusion 53 CHAPTER 5: DISCUSSION, RECOMMENDATION AND CONCLUSION 54 5.1 Introduction 54 5.2 Research finding discussion 54 5.3 Implication for practice and recommendations for further research 57 5.3.1 Implication for practice 57 5.3.1.1 Reducing employee turnover intention through negative relationship with Individual Consideration and Contingent Reward 58 5.3.1.2 Reducing employee turnover intention through reducing the positive related with Management by Exception 59 5.3.2 Recommendations for further research 59 5.4 Research limition 60 5.5 Conclusion 60 REFFERENCE 61 APPENDIX A - SURVEY QUESTIONNAIRE 67 APPENDIX B – DESCRIPTIONS OF SAMPLE 71 Page | v APPENDIX C – RESEARCH RESULTS 72 Page | vi LIST OF TABLES Table – Vietnam Merchandise Export Table – Leadership theories Table – Demographic Information 28 Table – Initial questionnaire and its coding in data analysis of transformational leadership 29 Table – Initial questionnaire and its coding in data analysis of transactional leadership 30 Table – Initial questionnaire and its coding in data analysis of laissez-faire leadership and employee turnover intention 30 Table – Sample sizes, mean scores, standard deviations of leadership style and employee turnover intention 36 Table – Cronbach’s alpha of Idealized Influence 38 Table – Reliability of Inspirational Motivation 39 Table 10 – Reliability of Intellectual Stimulation 40 Table 11 – Reliability of Individualized Consideration 40 Table 12 – Reliability of Contingent Reward 41 Table 13 – Reliability of ME Active 41 Table 14 – Reliability of ME Passive 42 Table 15 – Reliability of Laissez-Fair 42 Table 16 – Reliability of Employee Turnover Intention 43 Table 17 – KMO and Bartlett’s Test 43 Table 18 – EFA of 31 measurement items 45 Table 19 – EFA of 30 items 46 Table 20 – Principal Axis Factoring of Employee Turnover Intention 47 Table 21 – Factor Matrix of Turnover Intention 47 Table 22 – Model Summary 49 Table 23 – ANOVA Result 49 Table 24 – Coefficients Result 50 Table 25 – Hypotheses results 52 Table 25 – Descriptive of transformational leadership 72 Table 26 – Descriptive of transactional leadership 73 Table 27 – Descriptive of laissez-faire 73 Page | vii Table 28 – Descriptive of turnover intention 74 Table 29 – Total variances explained in first EFA test 74 Table 30 – Total variances explained in final EFA test 75 Table 31 - Correlations 76 Page | viii LIST OF FIGURES Figure - Industry Has Highest Employee Turnover Rate Figure – Research Model 23 Figure – Research Process 26 Figure – Age of respondents 71 Figure – Experiences of respondents 71 Figure – Position of respondents 71 Page | ix Esmeraldo D Dimaculangan, Jr.&Hector M Aguiling (2012).The effects of transformational leadership on salesperson’s turnover intention.International Journal of Business and Social Science, 3(19), 197-210 E Babbie &J Mouton (2001).Practice of social research Oxford: Oxford University Press E Kevin Kelloway, Julian Barling, Elizabeth Kelley,Julie Comtois&Bernadette Gatien (2003) Remote transformational leadership.Leadership & Organization Development Journal24(3), 163-171 George, D., & Mallery, P (2003) SPSS for Windows step by step: A simple guide andreference Boston: Allyn & Bacon Henry Ongori (2007).A review of the literature on employee turnover.African Journal of Business Management, 049-054 Hussey, J and R Hussey (1997).Business research: A practical guide for undergraduate and postgraduate students London, Macmillan Im, U L., (2011) "Literature review on turnover - to better understand the situation in Macau" UNLV Theses/Dissertations/Professional Papers/Capstones 1149 Jane Muceke Ng’ et al (2012) Influence of leadership style on academic staff retention in Public Universities Kenya.International Journal of Business and Social Science, 3(21), 45-50 Joseph A Gliem&Rosemary R Gliem (2008, October).Calculating, interpreting, and reporting Cronbach’s alpha reliability coefficient for Likert- Type Scales Proceedings of the 24th Annual Meeting of E.A.R.T.H University, Costa Rica Page | 63 Leech, N L., Barrett, K C., & Morgan, G A (2005).SPSS for intermediate statistics use and interpretation Mahwah,NJ: Lawrence Erlbaum Melvin EF, Dietrich KS, Fitzgerald S, Cardoso T (2011) Reducing seabird strikes with trawl cables in the Pollock catcher-processor fleet in the eastern Bering Sea.Polar Biol Min H, (2007).Examining sources of warehouse employee turnover International Journal of Physical Distribution & Logistics Management, 37 (5), 375 – 388 Mobley, W H., Griffeth, R W., Hand, H H & Meglino, B M (1979) Review and conceptual analysis of the employee turnover process.Psychological Bulletin, 86 (3), 493-522 Muhammad Ehsan Malik, Rizwan Qaiser Danish & Yasin Munir (2011) Employee’s turnover intentions: Is this HR failure or employee’s better employment opportunity?,International Conference on Innovation, Management and Service, Singapore, 326 – 330 Ongori.H (2007).A review of the literature on employee turnover.African Journal of Business Management, 049-054 Price JL (1977) The study of turnover.In Ames: Iowa State University Press, 44-49 Peter G Northouse (2010), Leadership: Theory and Practice, - SAGE Publications, Inc; Fifth Edition, 179 Quang, T & Vuong, N T (2002).Management styles and organizational effectiveness in Vietnam.Research and Practice in Human Resource Management, 10(2), 36-55 Robert F DeVellis (2003) Scale development: Theory and applications Thousand Oaks, CA:.Sage Publications Page | 64 Royce A Singleton&Bruce C Straits (2005).Approaches to social research.Oxford: Oxford University Press Samuel, M O& Chipunza, C (2009) Employee retention and turnover: Using motivational variables as a panacea.African Journal of Business Management, 3(8), 410-415 Available online at http://www.academicjournals.org/AJBM Sajeet Pradhan (2013) Leadership and deviant work behaviours: The role of moral agents in today’s transactional world Gra - global research analysis, 2(6), 127-129 Terri Levine (2012) How to reduce employee turnover.Net-Temps Job Distribution Network (JDN) Retrieved August, 2012 from (http://www.nettemps.com/employers/hrcorner/printer.htm?id=21&pf=1) Tse HM & Lam W (2008).Transformational leadership and turnover: The role of LMX and organizational commitment.Annual Meeting of the Academy of Management, Anaheim, California, USA (Best Paper Proceedings OB Division) 1-6 T F Wu et al (2006) A studyofthe relationship between manager’s leadership style and organizational commitment in Taiwan’s International Tourist Hotels Asian Journal ofManagementandHumanitySciences, (3),434-452 Towers Watson Report (2012) Vietnam labor market trends update Retrieved on May, 2012, from http://www.gba-vietnam.org/uploadfiles/file/2012-TWVietnam%20Labour%20Market%20Overview%20Trends.pdf Page | 65 UNIDO Viet Nam Industrial Investment Report (2012).Viet Nam Industrial Investment Report 2011: Understanding the impact of foreign direct investment on industrial development From http://www.unido.org/fileadmin/user_media/Publications/Pub_free/VIIR%20print.pdf Uma, Sekaran, (2000) Research methods for business: A skill-building approach New York: John Wiley & Sons, Inc WeiBo, Z., Kaur&S., Zhi, T (2010).A critical review of employee turnover model (1938-2009) and development in perspective of performance.African Journal of Business Management, 4(19), 4146-4158 Available online at http://www.academicjournals.org/AJBM Page | 66 APPENDIX A SURVEY QUESTIONNAIRE BẢNG KHẢO SÁT MỐI QUAN HỆ GIỮA PHONG CÁCH LÃNH ĐẠO VÀ Ý ĐỊNH THÔI VIỆC CỦA NHÂN VIÊN TRONG NGÀNH CÔNG NGHỆ CAO Xin chào anh/chị, Tôi sinh viên chương trình đào tạo thạc sĩ Quản Trị Kinh Doanh thuộc trường Đại Học Kinh Tế Tp Hồ Chí Minh.Tôi thực nghiên cứu đánh giá ảnh hưởng mối quan hệ phong cách lãnh đạo ý định việc nhân viên ngành công nghệcao Như anh/chị biết, nguồn nhân lực ngày xem tài sản vô giá doanh nghiệp Để cạnh tranh hiêu quả, công ty mong muốn có đội ngũ nhân viên có kỹ trung thành với công ty Hiện nay, tỷ lệ việc nhân viên ngành công nghệ cao Việt Nam cao giai đoạn 2007 – 2012 Có nhiều yếu tố tác động đến hành vi này, bao gồm phong cách lãnh đạo Mục tiêu nghiên cứu xác định mối liên hệ phong cách lãnh đạo ban quản lý ý định việc nhân viên, từ đo lường mức độ ảnh hưởng phong cách lãnh đạo đến định nhân viên Rất mong anh/chị dành thời gian thực bảng khảo sát bên Phần trả lời anh/chị giữ bí mật, có thông tin tổng hợp báo cáo công bố.Nếu anh/chị quan tâm đến đề tài, báo cáo sau hoàn hành gởi đến anh/chị để anh/chị làm tài liệu tham khảo Cảm ơn hỗ trợ giúp đỡ anh/chị I PHẦN NỘI DUNG LIÊN QUAN ĐẾN PHONG CÁCH LÃNH ĐẠO Trên sở thực tế công tác công ty tại, anh/chị vui lòng cho biết mức độ đồng ý phát biểu Anh/chị khoanh tròn vào ô mà anh/chị lựa chọn theo mức độ Không Rất Thỉnh thoảng Thường xuyên Rất thường xuyên Quản lý anh/ chị đưa phần thưởng để khuyến khích nỗ lực anh/ chị (My manager/ leader provides others with assistance in exchange for yours efforts) Quản lý anh/ chị xem lại giả thuyết cho vấn đề nêu để xem phù Page | 67 hợp (My manager/ leader re-examines critical assumption to question whether they are appropriate) Quản lý anh/ chị vấn đề trở nên nghiêm trọng can thiệp (My manager/ leader fails to interfere until problems become serious) Quản lý anh/ chị tập trung ý vào sai sót, bất thường công việc anh/chị với tiêu chuẩn (My manager/ leader focuses attention on irregularities, mistakes, exceptions and deviations from standards) Quản lý anh/ chị tránh liên quan có việc quan trọng, cấp bách xảy (My manager/ leader avoids getting involved when important issues arise) Quản lý anh/ chị nói niềm tin, giá trị quan trọng họ ('My manager/ leader talks about his/her most important values and beliefs) Quản lý anh/ chị tránh mặt cần thiết (My manager/ leader is absent when needed) Quản lý anh/ chị tìm kiếm nhữngphương án khác giải vấn đề (My manager/ leader seeks differing perspectives when solving problems) Quản lý anh/ chị nói với anh/chị cách lạc quan tương lai tổ chức (My manager/ leader talks optimistically about future) 10 Anh/ chị tự hào, hãnh diện làm việc với quản lý (My manager/ leader instills pride in others for being associated with his/her) 11 Quản lý anh/ chị đưa thưởng/phạt cụ thể, rõ ràng cho việc đạt hay không đạt mục tiêu đạt mục tiêu (My manager/ leader discusses in specific terms who is responsible for achieving performance targets.) 12 Quản lý anh/ chị chờ cho việc trở nên sai thực điều chỉnh (My manager/ leader waits for things to go wrong before taking action) 13 Quản lý anh/ chị truyền đạt nhiệt tình kinh nghiệm cần thiết để Anh/Chị có thành công (My manager/ leader talks enthusiastically about what needs to be accomplished) 14 Quản lý anh/ chị cho Anh/Chị thấy rõ tầm quan trọng việc phải có nhiệt huyết thực nhiệm vụ, mục tiêu (My manager/ leader specifies the importance of having a strong sense of purpose) 15 Quản lý anh/ chị hướng dẫn, tư vấn cho anh/chị (My manager/ leader spends time teaching and coaching) 16 Quản lý anh/ chị rõ ràng việc đưa phần thưởng mà anh/chị muốn anh/chị hoàn thành mục tiêu/nhiệm vụ (My manager/ leader makes clear what one can expect to receive when performance goals are achieved) 17 Quản lý anh/ chị thể lòng tin kiên định triết lý: "Không thay đổi, không sai" (My manager/ leader shows that he/she is a firm believer in “if it ain’t broke, don’t fix it”) 18 Quản lý anh/ chị hy sinh sở thích cá nhân cho điều tốt đẹp nhóm, tổ chức (My manager/ leader go beyond self-interest for the good of the group) 19 Quản lý anh/ chị đối xử với Anh/Chị đồng nghiệp cấp cấp hay chủ với người làm thuê 4 4 4 4 4 4 4 4 Page | 68 (My manager/ leader treats others as individuals rather than just as a member of a group) 20 Quản lý anh/ chị “vấn đề phát sinh” trở thành “vấn đề lâu dài” có hành động điều chỉnh (My manager/ leader demonstrates that problems must become chronic before he/she take action) 21 Quản lý anh/ chị có hành động khiến Anh/Chị ngưỡng mộ, kính trọng (My manager/ leader acts in ways that build others’ respect for his/her) 22 Quản lý anh/ chị tập trung ý giải sai lầm, than phiền thất bại (My manager/ leader concentrates his/her full attention on dealing with mistakes, complaints and failures) 23 Quản lý anh/ chị quan tâm tới khía cạnh đạo đức kết định có đạo đức (My manager/ leader considers the moral and ethical consequences of decisions) 24 Quản lý anh/ chị ghi nhớ, học hỏi kinh nghiệm từ sai phạm (My manager/ leader keeps track of all mistakes) 25 Quản lý anh/ chị thể họ người có quyền lực tự tin (My manager/ leader displays a sense of power and confidence) 26 Quản lý anh/ chị cho Anh/Chị thấy viễn cảnh tương lai hấp dẫn ('My manager/ leader articulates a compelling vision of the future) 27 Quản lý anh/ chị cho anh/ chị thấy sai phạm, lỗi lầm mà anh/chị mắc phải (My manager/ leader directs his/her attention toward failures to meet standards) 28 Quản lý anh/ chị tránh việc định liên quan (My manager/ leader avoids making decisions) 29 Quản lý anh/ chị quan tâm tới nhu cầu, khả năng, khát vọng anh/ chị (My manager/ leader considers individual as having different needs, abilities and aspirations from others) 30 Quản lý anh/ chị khuyên anh/ chị nên nhìn vấn đề từ nhiều khía cạnh (My manager/ leader gets others to look at problems from many different angles) 31 Quản lý anh/ chị hỗ trợ để anh/ chị phát triển điểm mạnh (My manager/ leader helps others to develop their strengths) 32 Quản lý anh/ chị đưa phương án để hoàn thành công việc giao (My manager/ leader suggest new ways of looking at how to complete assignments.) 33 Quản lý anh/ chị trì hoãn việc giải vấn đề, cố cấp bách (My manager/ leader delays responding urgent questions.) 34 Quản lý anh/ chị nhấn mạnh tầm quan trọng việc anh/chị có sứ mạng với tổ chức (My manager/ leader emphasize the importance of having a collective sense of mission) 35 Quản lý anh/ chị thể hài lòng anh/ chị hoàn thành nhiệm vụ (My manager/ leader expresses satisfaction when others meet expectations) 36 Quản lý anh/ chị tin mục tiêu chắn đạt (My manager/ leader express confidence that goals will be achieved.) 4 4 4 4 4 4 4 4 Page | 69 II PHẦN NỘI DUNG LIÊN QUAN ĐẾN Ý ĐỊNH THÔI VIỆC Anh/ chị nghĩ nhiều việc rời bỏ công việc (I think a lot about leaving my present job) Anh/ chị tìm kiếm công việc năm tới (I will probably look for a new job in the next year) Ngay có thể, anh/ chị nghỉ việc (As soon as possible, I will leave the organization) 4 III THÔNG TIN CHUNG Anh/chị vui lòng cung cấp số thông tin thân công việc cách đánh dấu vào ô tương ứng - Độ tuổi anh/ chị: < 25 tuổi 25 – 35 tuổi 36 – 45 tuổi > 45 tuổi Giới tính Nam Nữ Học vị anh/ chị Tiến sĩ Thạc sĩ Cử nhan Phổ thông Kinh nghiệm làm việc < năm – năm – 10 năm > 10 năm Vị trí anh/ chị công ty Trưởng nhóm/ giám sát Nhân viên Page | 70 APPEND DIX B – DE ESCRIPTIO ONS OF SAM MPLE Figure 4–– Age of resp pondents Figure – Experiencces of responndents Figure – Position of o respondennts Pagee | 71 APPENDIX C – RESEARCH RESULTS Table 25 – Descriptive of transformational leadership Descriptive Statistics N Mean Std Deviation Statistic Statistic Statistic Skewness Kurtosis Statistic Std Error Statistic Std Error Idealized Influence 202 2.44 1.05 -0.36 0.17 -0.58 0.34 Idealized Influence 202 2.55 1.01 -0.45 0.17 -0.04 0.34 Idealized Influence 202 2.30 1.16 -0.42 0.17 -0.58 0.34 Idealized Influence 202 1.97 1.07 -0.06 0.17 -0.64 0.34 Idealized Influence 202 2.36 1.02 -0.26 0.17 -0.40 0.34 Idealized Influence 202 2.61 0.89 -0.48 0.17 0.25 0.34 Idealized Influence 202 2.78 1.06 -0.88 0.17 0.21 0.34 Idealized Influence 202 2.44 1.09 -0.16 0.17 -0.81 0.34 Inpsirational Motivation 202 2.50 1.18 -0.94 0.17 0.08 0.34 Inpsirational Motivation 202 2.40 1.18 -0.49 0.17 -0.73 0.34 Inpsirational Motivation 202 2.51 1.06 -0.56 0.17 -0.31 0.34 Inpsirational Motivation 202 2.52 0.85 -0.15 0.17 -0.57 0.34 Intellectual Stimulation1 202 2.22 0.88 -0.27 0.17 0.33 0.34 Intellectual Stimulation 202 2.58 0.80 -0.75 0.17 1.04 0.34 Intellectual Stimulation 202 2.29 0.96 -0.05 0.17 -0.40 0.34 Intellectual Stimulation 202 2.06 0.86 -0.12 0.17 -0.05 0.34 Individualized Consideration 202 2.49 1.03 -0.40 0.17 -0.30 0.34 Individualized Consideration 202 2.42 1.13 -0.33 0.17 -0.76 0.34 Individualized Consideration 202 2.10 1.18 -0.12 0.17 -0.88 0.34 Individualized Consideration 202 2.28 1.14 -0.24 0.17 -0.73 0.34 Valid N (listwise) 202 Page | 72 Table 26 – Descriptive of transactional leadership Descriptive Statistics N Mean Std Deviation Statistic Statistic Statistic Skewness Statistic Kurtosis Std Error Statistic Std Error Contingent Reward1 202 1.668 1.067 -0.124 0.171 -0.870 0.341 Contingent Reward 202 1.886 1.138 0.062 0.171 -0.886 0.341 Contingent Reward 202 1.609 1.037 -0.132 0.171 -1.032 0.341 Contingent Reward 202 2.455 0.727 0.000 0.171 -0.261 0.341 Management by Exception (Active) 202 2.262 0.990 -0.020 0.171 -0.483 0.341 Management by Exception (Active) 202 2.173 0.884 -0.128 0.171 -0.298 0.341 Management by Exception (Active) 202 2.515 0.818 -0.489 0.171 0.639 0.341 Management by Exception (Active) 202 2.485 0.824 -0.249 0.171 -0.534 0.341 Management by Exception (Passive) 202 1.376 1.054 0.408 0.171 -0.559 0.341 Management by Exception (Passive) 202 1.302 1.121 0.537 0.171 -0.561 0.341 Management by Exception (Passive) 202 1.856 1.291 0.032 0.171 -1.040 0.341 Management by Exception (Passive) 202 1.233 1.042 0.481 0.171 -0.603 0.341 Valid N (listwise) 202 Table 27 – Descriptive of laissez-faire Descriptive Statistics N Laissez-faire Laissez-faire Laissez-faire Laissez-faire Valid N (listwise) Statistic 202 202 202 202 202 Mean Statistic 1.50 1.57 1.66 1.30 Std Deviation Statistic 1.22 1.19 1.22 1.07 Skewness Statistic 0.47 0.23 0.15 0.39 Std Error 0.17 0.17 0.17 0.17 Kurtosis Statistic -0.74 -0.92 -0.99 -0.69 Std Error 0.34 0.34 0.34 0.34 Page | 73 Table 28 – Descriptive of turnover intention Descriptive Statistics N Mean Statistic 202 202 202 202 Turnover Intention Turnover Intention Turnover Intention Valid N (listwise) Skewness Std Deviation Statistic 2.1733 2.2079 1.896 Statistic 1.16528 1.04445 1.29064 Statistic 0.21 -0.161 0.35 Kurtosis Std Error 0.171 0.171 0.171 Statistic -0.966 -0.318 -0.951 Std Error 0.341 0.341 0.341 Table 29 – Total variances explained in first EFA test Total Variance Explained Extraction Sums of Squared Loadings Initial Eigenvalues Factor % of Cumulative Variance % 11.501 37.101 37.101 3.327 10.732 47.833 Total % of Cumulative Variance % 11.244 36.271 36.271 3.106 10.020 46.291 Total Rotation Sums of Squared Loadings a Total 8.420 7.786 2.249 7.253 55.087 1.992 6.425 52.716 5.255 2.238 1.685 7.218 5.436 62.305 67.741 1.933 1.454 6.236 4.689 58.952 63.641 7.433 4.888 1.497 4.830 72.571 1.191 3.843 67.484 3.276 1.211 1.059 3.905 3.416 76.476 79.892 0.987 0.816 3.184 2.631 70.668 73.299 4.568 8.132 0.707 2.280 82.172 … … … … 31 0.061 0.196 100.000 Extraction Method: Principal Axis Factoring a When factors are correlated, sums of squared loadings cannot be added to obtain a total variance Page | 74 Table 30 – Total variances explained in final EFA test Total Variance Explained Extraction Sums of Squared Loadings Initial Eigenvalues Factor % of Cumulative Variance % 11.115 37.05 37.05 3.317 11.057 48.107 Total % of Cumulative Variance % 10.866 36.219 36.219 3.098 10.326 46.545 Total Rotation Sums of Squared Loadings a Total 8.369 7.313 2.242 7.474 55.581 1.963 6.542 53.087 4.977 2.128 1.685 7.094 5.616 62.675 68.29 1.866 1.455 6.221 4.849 59.308 64.157 6.995 4.854 1.492 4.972 73.263 1.186 3.952 68.109 4.395 1.208 1.038 4.028 3.459 77.29 80.749 0.987 0.787 3.288 2.625 71.398 74.022 3.409 7.718 0.65 2.167 82.916 … … … … 30 0.062 0.206 100 Extraction Method: Principal Axis Factoring a When factors are correlated, sums of squared loadings cannot be added to obtain a total variance Page | 75 Table 31 - Correlations Correlations Idealized Influence idealized Influence Pearson Correlation Inspirational Motivation N Pearson Correlation Sig (2-tailed) N Pearson Correlation Sig (2-tailed) N Laissez-faire Intellectual Stimulation Turnover Intention ** 553 Sig (2-tailed) N Pearson Correlation Individual Consideration Sig (2-tailed) N Pearson Management Correlation by Exception Sig (2-tailed) (Passive) N Pearson Correlation Contingent Sig (2-tailed) Reward Management by Exception (Active) Management Management Inspirational Contingent Individual by Exception by Exception Motivation Reward Consideration (Active) (Passive) Pearson Correlation ** 633 ** 541 ** 429 Intellectual Turnover Stimulation Intention ** -.293 ** 690 ** -.527 0 0 0 0 202 202 202 202 202 202 202 202 202 ** 553 ** -.410 202 ** -.427 0 0.013 0 202 202 202 202 ** ** -0.034 -.410 ** 572 0.631 0 202 202 202 202 ** ** -0.085 -.379 ** -.319 ** 398 0.227 0 202 202 202 202 ** ** -0.131 0.008 0.063 0.01 202 202 202 202 -0.081 ** 398 202 202 202 202 202 ** ** -0.034 ** ** 0 0.631 0.008 202 202 202 202 202 ** -0.085 444 186 186 202 202 202 202 -0.131 -0.081 0.227 0.063 0.251 202 202 202 202 202 ** ** -.314 ** 577 ** 472 ** 465 0 202 ** -.271 0 0 0 202 202 202 202 202 202 202 ** -.583 ** 416 ** -.564 ** -.182 ** -.348 ** 274 202 Sig (2-tailed) ** ** -.271 202 N Pearson Correlation Sig (2-tailed) -.527 ** -.348 0.013 674 465 ** -.182 0 ** ** 472 0.251 202 690 ** -.564 0 443 ** 577 202 * 444 202 -.174 ** 416 0 ** ** -.314 202 357 ** 443 202 ** -.319 202 385 ** -.379 202 202 -.293 ** -.583 202 429 ** 674 202 ** * -.174 202 541 ** 357 202 ** ** 385 202 633 ** 572 202 202 Sig (2-tailed) N Pearson Correlation ** -.427 LaissezFaire ** 274 ** -.545 202 202 ** -.545 0 0 0.01 0 N 202 ** Correlation is significant at the 0.01 level (2-tailed) * Correlation is significant at the 0.05 level (2-tailed) 202 202 202 202 202 202 202 202 Page | 76 Figure – Linearity Model Figure - Normality distribution of residual Page | 77 ... leadership styles and employee turnover intention Therefore, this chapter is focusing on leadership theory and its styles as well as the employee turnover intention The relationship between leadership. .. (2011) finds that contingent rewards have negative relationships with employee turnover intention when studing the relationship between leaderships style and employee turnover intention in Asia Employees... leadership styles on intention to quit (Long and Thean; 2010; Dewettinck and Amejide; 2007; Lee 2000…) 2.7 Relationship between leadership styles and turnover intention The relationship between leadership