Impact of transformational and laissez-faire leadership styles on performance, job satisfaction, and turnover intention: A case study of educational organizations in Chile
Employee turnover has emerged as a growing and complex challenge, particularly among young workers with higher expectations and a greater propensity to change jobs. Certainly, leadership plays a pivotal role in addressing these challenges. Accordingly, this study aims to examine the effects of trans...
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| Main Authors: | , , , |
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| Format: | Article |
| Language: | English |
| Published: |
LLC "CPC "Business Perspectives"
2025-03-01
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| Series: | Problems and Perspectives in Management |
| Subjects: | |
| Online Access: | https://www.businessperspectives.org/images/pdf/applications/publishing/templates/article/assets/21915/PPM_2025_01_Lopez.pdf |
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| Summary: | Employee turnover has emerged as a growing and complex challenge, particularly among young workers with higher expectations and a greater propensity to change jobs. Certainly, leadership plays a pivotal role in addressing these challenges. Accordingly, this study aims to examine the effects of transformational and laissez-faire leadership styles on job satisfaction, turnover intention, and employee performance within public educational organizations in Chile. A quantitative, cross-sectional research design was employed, utilizing a sample of 221 teachers from Antofagasta, Chile. Data were collected through an online questionnaire and analyzed using R Studio for descriptive statistics and SmartPLS software for hypotheses testing. For a sample of teachers, composed primarily of females (66%) and millennials (59%), the results show that teachers recognize more attributes of transformational (3.9 on a scale of 1 to 5) than laissez-faire leadership (2.1 on a scale of 1 to 5) in their principals. The findings reveal a significant positive relationship between transformational leadership and job satisfaction (β = 0.774, p < 0.001), with job satisfaction playing a key role in reducing teachers’ turnover intention (β = –0.451, p < 0.001). Furthermore, a significant negative association was identified between teachers’ age and turnover intention. Likewise, a positive relationship was found between teachers’ age and job satisfaction. In contrast, laissez-faire leadership was significantly and positively associated with turnover intention (β = 0.233, p < 0.05). |
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| ISSN: | 1727-7051 1810-5467 |