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Which Transformational Leadership Components Influence Employee Retention: A study of Millennials employed in ICT positions in Ireland

Dogan, Seyma (2019) Which Transformational Leadership Components Influence Employee Retention: A study of Millennials employed in ICT positions in Ireland. Masters thesis, Dublin, National College of Ireland.

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Abstract

This research aimed to investigate the transformational leadership’s relationship with retention levels of Millennials who work in ICT positions of Ireland. The present study tried to discover if the transformational leadership style can influence Millennials’ intention to stay in an organization and can certain transformational leadership components predict their retention levels within ICT positions because past research papers demonstrated that transformational leadership have a positive relationship on employees’ intention to stay in their current roles. ICT departments was chosen because of rapidly changing technology shifted attention to technology positions and skill shortages took attention on their retention levels.

Quantitative research, Transformational Leadership Behaviour Inventory (TLI) with A-5 point Likert scale and Weiss, Davis, England, Lofquist’s (1967) 3-item instrument with a 7-point scale ranking were used to discover transformational leadership and the retention levels’ relationship. The survey was circulated among 108 Millennials who work in ICT positions in Ireland.

The study’s findings showed a positive relationship between transformational leadership and retention levels. A multiple regression indicated that the transformational leadership components “intellectual stimulation”, “providing an appropriate role model” and “fostering the acceptance of group goals” were significant predictors in regards to retention levels of Millennials. The results of this study exhibit that further research is necessary to obtain in-depth knowledge to be able to generalize the findings.

Item Type: Thesis (Masters)
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Employee Retention
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management
H Social Sciences > HD Industries. Land use. Labor > Specific Industries > I.T. Industry
H Social Sciences > HM Sociology > Leadership
H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management > Human Resource Management > Leadership
Divisions: School of Business > Master of Arts in Human Resource Management
Depositing User: CAOIMHE NI MHAICIN
Date Deposited: 17 Oct 2019 08:53
Last Modified: 17 Oct 2019 08:53
URI: http://trap.ncirl.ie/id/eprint/3944

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