The Objectives of this research article were to review relevant literature
towards the development of a conceptual framework of the influence of
transformational leadership and employee engagement on employee retention.
This study focused on determining the relationship of the variables within the
conceptual framework for solving the problem of employee turnover. Especially,
organizations with loss of their competitiveness due to lack of knowledge, skills
and experience of employees or workers have encountered the deteriorated
efficiency or potential, causing less competitiveness. The findings would clarify
the relationship between transformational leadership, employee engagement
and employee retention within the context of a business organization. The results
of the study indicated that transformational leadership had a positive influence,
creating a willingness to remain or leave the organization of employees.
In addition, transformational leadership plays a part in transforming, and if an
employee is negatively impacted, it makes the decision to leave the organization.
But if it is affected in a positive way, it will make the employee decide to remain
in the organization. Including the engagement of the employee who tends to be
more attached to the organization will make the employee decide to stay with
the organization. By recognizing support from the organization, anticipating both
work engagement and the organization. The role of the change leader is primarily
about personal support. Leadership, change, and willingness to stay with
the organization can present the speculation that employee engagement is likely
the central variable in the relationship between leadership, change, and will to stay.
It can be further studied the study of relationships with other variables.
Or further education in the context of other businesses
Rakjun, P., Vannasathid, P., Klomthongjarean, K., & Baimai, C. (2020). ภาวะผู้นำการเปลี่ยนแปลง ความผูกพัน และ ความตั้งใจที่จะคงอยู่ของพนักงาน: ทบทวนวรรณกรรม. Journal of Social Science and Buddhistic Anthropology, 5(12), 15-29.