Investigating the role of organizational commitment in the relationship between transformational leadership and employee intention to leave: the moderating effect of emotional intelligence

Abstract

This research investigates the role of organizational commitment in the relationship between transformational leadership and employee intention to leave, with emotional intelligence as a moderating factor. The study builds upon existing literature on leadership styles, organizational commitment, emotional intelligence, and employee turnover intentions. A conceptual framework is developed that outlines the hypothesized relationships between these key variables. An exploratory research phase is conducted to gain insights from subject matter experts, which informs the development of the proposed research model. The study adopts a positivist paradigm and utilizes a mixed-methods research approach, incorporating both quantitative and qualitative data collection and analysis techniques. A survey is administered to gather data from employees, which is then analyzed using descriptive statistics, correlation analysis, and structural equation modeling. The findings indicate that transformational leadership has a significant negative relationship with employee intention to leave, and this relationship is mediated by organizational commitment. Additionally, emotional intelligence is found to moderate the relationship between transformational leadership and organizational commitment. The research provides valuable theoretical and practical implications for organizations seeking to enhance employee retention and commitment through the effective implementation of transformational leadership practices, while considering the moderating role of emotional intelligence. The study also outlines limitations and suggests areas for future research.