The Relationship between Leadership & Project Staff Turnover

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The British University in Dubai (BUiD)
The purpose of this study is to investigate the relationship between leadership styles and their impacts to staff turnover in banking sectors at the United Arab Emirates. The objectives are to relate the type of leadership are two which were the focus in this paper, either Transformational Leadership or Islamic Leadership, along with moderating variables (Wiener et al. 2003) which are the influencing variables, job satisfaction, job status and opportunity. The research method was based on quantitative and qualitative, published literature reviews and primary resource which was a designed online survey distributed to 500 participants. However, the participated audience was 200 applicants. They were mainly project leaders, branch leaders, team leaders and operation or support officers. The survey consisted of 43 pages of 151 questions which were related to demographic questions, work experience, work environment, job opportunities, job status, job satissfaction (Al-Swidi et al. 2012), and management styles. The research questions were related to causes of turnover, like what are the issues that lead to employees’ resignations. Secondly, the style of leadership that influences turnover. Thirdly, the leadership traits, why leadership’s traits are related to turnover. Fourthly, the research discussed the emerged latent variables. The number of sample size with completed answers is finally reached to 200, female and male, Arab and Expatriate. As a result, they represented banking sectors around the emirates. The interpretation of the data using factor analysis revealed 11 new variables as explained in the analysis study, where it was clarified using regression, and correlation post relating them to the research hypothesis. The findings of this study were concentrated in banking sectors precisely on leadership styles and their impact on turnover with the moderating variables which impacted the variables, opportunity, job status and job satisfaction (Al-Swidi et al. 2012) which were analysed based on individual responses at the survey. The results demonstrated that turnover as depdendent variable and leadership styles (Islamic and transformational leadership) as independent variables. The correlation is high between Islamic leadership and transformational leadership and turnover, besides a high significance between turnover and job status, job satisfaction and job opportunity. The study demonstrated that turnover is correlated positively between turnover and Islamic leadership, turnover and transformational leadership. However, with the availability of moderating (Wiener et al. 2003) variables there were partial or negative relationship between transformational leadership and job satisfaction (Al-Swidi et al. 2012) as well as Islamic leadership and job satisfaction to turnover, also, there is negative correlation between Islamic leadership, turnover and partial correlation to job status. In conclusion, the research theme based on banking sectors where employees evaluated their leaders based on set of questions which was an online questionnaire which took about 15minutes to 20 minutes to answer them. The survey content was related to leadership styles, turnover, job status, job satissfaction and job opportunities which were taken from various published literature papers. The main outcomes out of this paper were positive correlation between turnover and islamic leadership, turnover and transformation, turnover and moderating variables; job status, job satissfaction and job opportunities. On the other hand, with the presence of these moderating (Wiener et al. 2003) variables there were negative relationships between turnover and Islamic leadership, and turnover along with transformational leadership. The research were concluded with set of recommendations and future enhancement for future researchers who can explore additional data.
leadership styles, staff turnover, Islamic leadership, United Arab Emirates (UAE), transformational leadership, job satisfaction