Canadian Institute For Knowledge Development
  • Register
  • Login

International Journal of Organizational Leadership

Notice

As part of Open Journals’ initiatives, we create website for scholarly open access journals. If you are responsible for this journal and would like to know more about how to use the editorial system, please visit our website at https://ejournalplus.com or
send us an email to info@ejournalplus.com

We will contact you soon

  1. Home
  2. Volume 6, Issue 1
  3. Author

Current Issue

By Issue

By Subject

Keyword Index

Author Index

Indexing Databases XML

About Journal

Aims and Scope

Editorial Board

Indexing and Abstracting

Related Links

Peer Review Process

News

The mediating role of transformational leadership style on relationship between personality type and turnover intention in Saudi Arabian banking context

    Seita M. Almandeel

International Journal of Organizational Leadership, 2017, Volume 6, Issue 1, Pages 109-136
10.33844/ijol.2017.60270

  • Show Article
  • Download
  • Cite
  • Statistics
  • Share

Abstract

The purpose of this paper is to study the mediation effect of leadership style on the relationship between employees’ personality types and turnover intention in the banks of Saudi Arabia. Data were collected using online questionnaires from 343 branch employees from two Saudi commercial banks operating in Riyadh City in Saudi Arabia. The obtained data was analyzed using structural equation modeling (AMOS) to test the hypotheses. It was found that high conscientiousness has an influence on decreasing turnover intention. Moreover, bank employees with high conscientiousness are less likely to perceive their leaders as transformational or transactional ones. Regarding to openness to experience, Saudi bank employees are less likely to perceive their leaders as passive or avoidant styles of leadership. The results of the study demonstrated that Saudi Arabian employees who score high in Neuroticism are more likely to perceive their banks leaders as either transformational or transactional ones. This research contributes to organizational behavior and leadership theory; it is considered as one of the first empirical studies within the Saudi context to investigate the mediating role of perceptions between leadership styles between personality traits and employees’ turnover intentions. It is also one of the first studies to examine the relationship between personality traits, leadership styles, and turnover intention in banking contexts. The findings have several important implications. For instance, this study documents both the direct and mediation effects of perceived  leadership styles on employees’ personality and their turnover intentions which will be helpful for the development of new studies on human resource management and cross-cultural management.
Keywords:
    Turnover intention Transformational leadership style Transactional Leadership Style Neuroticism Conscientiousness Openness to Experience Agreeableness Extraversion
  • PDF
  • XML
Seita M. Almandeel (2017). The mediating role of transformational leadership style on relationship between personality type and turnover intention in Saudi Arabian banking context. International Journal of Organizational Leadership, 6(1), 109-136. doi: 10.33844/ijol.2017.60270
Seita M. Almandeel. "The mediating role of transformational leadership style on relationship between personality type and turnover intention in Saudi Arabian banking context". International Journal of Organizational Leadership, 6, 1, 2017, 109-136. doi: 10.33844/ijol.2017.60270
Seita M. Almandeel (2017). 'The mediating role of transformational leadership style on relationship between personality type and turnover intention in Saudi Arabian banking context', International Journal of Organizational Leadership, 6(1), pp. 109-136. doi: 10.33844/ijol.2017.60270
Seita M. Almandeel The mediating role of transformational leadership style on relationship between personality type and turnover intention in Saudi Arabian banking context. International Journal of Organizational Leadership, 2017; 6(1): 109-136. doi: 10.33844/ijol.2017.60270
  • RIS
  • EndNote
  • BibTeX
  • APA
  • MLA
  • Harvard
  • Vancouver
  • Article View: 520
  • PDF Download: 683
  • LinkedIn
  • Twitter
  • Facebook
  • Google
  • Telegram
  • Home
  • Glossary
  • News
  • Aims and Scope
  • Privacy Policy
  • Sitemap

 About Publisher

This journal is licensed under a Creative Commons Attribution 4.0 International (CC-BY 4.0)

Powered by eJournalPlus