Influence of leadership behavior, organizational culture and organizational commitment on employee turnover intention

This study investigates the relationship between leadership behavior, organizational
culture on turnover intention among employees in local Thai companies and multinational companies (MNCs) in Thailand. It also examines the role of organizational commitment as a mediator on the relationship between leadership
behavior, organizational culture and turnover intention. Data are collected through
questionnaires, from 1,650 respondents, 8 companies in Songkhla, Province Thailand. This research adopted several analytical approaches to analyze the data. Through a factor analysis found leadership behavior is reflected into single dimension, labeled as leadership behavior. The organizational culture is reflected into four dimensions namely; hierarchical, rational, teamwork, and reward and
recognition, the organizational commitment is reflected into three dimensions: affective commitment, continuance commitment and emotional attachment commitment. The multiple regression and hierarchical multiple regression analyses are used in testing the hypothesis. The results of this study find that the direct
relationship between leadership behavior and turnover intention is found to be significantly different between employees in local Thai companies and MNCs. However, the direct relationship between organizational culture and turnover intention is not significantly different between employee in local Thai companies and MNCs. Furthermore, the results of hierarchical multiple regression show that
organizational commitment mediates the relationship between leadership behavior,
organizational culture and turnover intention are significantly different among employees in local Thai companies and MNCs. The implication of this study is that managers should recognize the behavior of leadership in which the behavior that able to motivate the level of employee commitment to organization and reduce employee turnover intention.