Effect of Transformational leadership on Turnover intention among University Lecturers in Germany: The Moderating effect of Perceived Justice

Abstract

The aim of this research is to examines the relationship between transformational leadership and turnover intention, the direct relationship between perceived organizational justice and turnover intention, and the moderating role of perceived organizational justice in the relationship between transformational leadership and turnover intention among lecturers at German universities of applied sciences. This study addresses limited empirical evidence concerning the interplay between transformational leadership, perceived justice, and turnover intention in the academic context of Germany. It offers new insights into how leadership and justice perceptions can be leveraged to retain academic staff. A quantitative research methodology is employed to analyze the relationship between transformational leadership, perceived justice, and turnover intention. Data collected via online questionnaires distributed to a cross-sectional and purposive sample of 123 lecturers at applied science university (Fachhochschulen) in Germany. To analyze the data, structural equation modeling (PLS-SEM) in Smart PLS4 and SPSS software were used.

The finding of this paper confirmed that transformational leadership has a negative and significant relationship with turnover intention among university faculties. Moreover, this study found the robust negative and significant relationship between perceived justice and turnover intention among faculty members in universities. By evaluating the moderating role of perceived justice on the relationship between transformational leadership and turnover intention, this study found the negative association between transformational leadership and turnover intention became weaker as perceived justice increased.

This paper recommends to university administrators that in addition to developing effective transformational leadership style, they should emphasize creating a fair and supportive environment in their organization to prevent professors from leaving the job. The findings have significant implications for university administration and policy-making. It is recommended to universities to provide feedback mechanism to enhance organizational justice, transformational leadership training, career development policies, and communication facilities to enhance the workplace environment.