ABSTRACT
Employees’ turnover intention has always been a key concern faced by organizations regardless of their location, size or nature of business. Based on a review of the literature, majority of the studies had identified a negative relationship between leadership style and employees’ turnover intention in various fields of industries. Therefore this study investigated the impact of leadership style on workers turnover intentions. The study employed descriptive survey using questionnaire as the prime instrument for the study. The population of the study comprised of one hundred (100) teaching staff of Olabisi Onabanjo University. Data analysis involve the use of multiple regression analysis. The study settles that autocratic leadership style induces turnover intentions while transformational leadership, democratic leadership and laissez faire leadership statistically impact workers turnover intentions. The study therefore recommends that management should employ transformational, laissez-faire or democratic leadership style as an efficient tool to addressing the bedeviling consequences of turnover in academia in order for management to fully appreciate the turnover phenomenon and effectively mitigate it.
TABLE OF CONTENT
CHAPTER ONE: Introduction
1.1 Background to the Study
1.2 Statement of the Problem
1.3 Research Objectives
1.4 Research Questions
1.5 Research Hypotheses
1.6 Significance of the Study
1.7 Scope and Limitation of the Study
1.8 Definition of Terms
CHAPTER TWO: Literature Review
2.0 Introduction
2.1 Conceptual Review
2.1.1 Turnover Intention
2.1.2 Workers Turnover Intention
2.1.3 Types of Worker Turnover
2.1.4 Factors Affecting Voluntary Labour Turnover
2.1.5 Impact of Turnover On the institution
2.1.6 Managing and Controlling Worker Turnover
2.1.7 Concept of Leadership
2.1.8 Leadership and Management
2.1.9 Good Leaders
2.1.10 The Concept of Transformational Leadership
2.1.11 Autocratic Leadership or Coercive Leadership Styles
2.1.12 Democratic Leadership Style
2.1.13 True Laissez-faire
2.1.14 Transactional Leadership
2.1.15 Bureaucratic leadership
2.1.16 Charismatic Leadership
2.1.17 Leadership and Employee Turnover
2.2 Theoretical Review
2.2.1 Leader-Member Exchange Theory
2.2.2 Situational Leadership Theory
2.2.3 Trait and Behavioural Theory
2.2.4 Theory of Reason Action
2.2.5 Theory of Planned Behaviour
2.3 Empirical Review
CHAPTER THREE: Methodology
3.0 Introduction
3.1 Research Design
3.2 Population
3.3 Sample and Sampling Techniques
3.4 Instrumentation
3.5 Source of Data
3.6 Procedure of Administration of Instrument
3.7 Method of Data Analysis
CHAPTER FOUR: Results
4.0 Introduction
4.1 Analysis of Respondents’ Demographic Characteristics
4.2 Analysis of Questionnaire Items
4.3 Test of Hypotheses
CHAPTER FIVE: Discussion of findings and Recommendations
5.1 Discussion of Findings
5.2 Conclusion
5.3 Recommendations
References
APPENDIX: Questionnaire
