Abstract

Employee turnover continues to be a pressing issue for human resource managers due to the high cost of replacing experienced staff. This study explores the indirect relationship between transformational leadership and employee turnover intention by examining the mediating role of job satisfaction. The research addresses a gap in the literature by investigating how employees’ perceptions of their managers’ transformational leadership influence their job satisfaction, and how this in turn affects their intention to leave the organization. Using a quantitative research design, data were collected from employees in a Canadian business organization to analyze these relationships. The findings contribute to a deeper understanding of the psychological mechanisms through which leadership style can reduce turnover intention, offering practical insights for organizational development and employee retention strategies.

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