Linking transformational leadership to turnover intention in universities: the mediating effect of organizational culture

Purpose This study is threefold. First, it explores the key predictors of turnover intention (TI) among academic staff. It further examines how transformational leadership (TL) is associated with TI among these staff, and whether organizational culture (OC) mediates this association. Design/methodology/approach This study adopted a quantitative and cross-sectional survey design. Data were obtained using a structured questionnaire on a sample of 574 respondents drawn from a population of 4,192 academic staff using cluster and simple random sampling techniques. Data were analyzed using SPSS statistical software v23 and hypotheses were tested using Process Macro v4.2 (Model 4). Findings This study found a negative relationship between TL and TI. Furthermore, OC partially mediates the relationship between TL and TI. Thus, our study proves that there is both a direct and indirect relationship between TL and TI through OC. Research limitations/implications First, the study was limited to academic staff at selected universities in Uganda, which may limit the generalizability of the findings. Practical implications In order to retain valuable academicians, leadership and culture are of central concern for universities. Accordingly, university managers need to invest in the development and promotion of TL traits to effectively foster an inclusive and encouraging atmosphere (OC) that facilitates staff to stay longer. Originality/value The study adds to the body of knowledge by providing key evidence on the predictors of TI among academic staff. The indirect mediation results offer some new insights into theory and practice. This is relevant to understanding the concept of TI and filling the empirical and practical gaps that exist in the academic context.