Exploring the Impact of Authentic Leadership and Work Engagement on Turnover Intention: The Moderating Role of Job Satisfaction and Organizational Size

Abstract

Purpose: This study attempts to give further complete theoretical literature and managerial level on authentic leadership and its impact on work engagement and turnover intentions, utilizing job satisfaction as a moderator. However, the objectives of this study findings can help a better understanding about how leaders and workers can assist lower turnover intentions and, as a result, build tools, programs, and policies to assist these critical actions. Design/Methodology/Approach: This study included 43 items of questionnaire that already included in this research. The survey included 652 employees from sixteen manufacturing enterprises operating in Ho Chi Minh City, Vietnam. An approach was using structural equation modelling (SEM) that analyzed using AMOS software package version 24.0 to fulfil this study objectives. Findings: Results have shown that authentic leadership has a positive impact on work engagement and work engagement has a mitigating effect on turnover. In addition, it suggests that job commitment influences the connection between authentic leadership and the employee’s desire to make a transition. Practical implications: This study result will benefit the managers who wish to reduce employee turnover by leveraging on the authentic leadership style of management. Both theories were afforded empiric support. Discussions, conceptual and administrative consequences, shortcomings, and potential guidance are also presented.