Transformational leadership, employee engagement, and turnover intention: a case of a textile manufacturing company in Kuala Lumpur

Employee engagement has emerged as a pivotal focus in contemporary management, particularly in sectors like textile manufacturing, where staff retention and productivity are critical for economic success. This study examines the relationship between transformational leadership, employee engagement, and turnover intention at the textile manufacturing company. Transformational leadership, characterized by its ability to inspire and motivate employees, is hypothesized to significantly enhance engagement and reduce turnover intention. A quantitative methodology was employed, utilizing structured questionnaires to collect data from 142 employees at a textile manufacturing company. The data was analyzed using the Statistical Package for the Social Sciences (SPSS), with correlation and regression analyses conducted to explore the relationships among transformational leadership, employee engagement, and turnover intention. The findings reveal that transformational leadership positively influences employee engagement while simultaneously reducing turnover intention. Key leadership behaviors, such as individualized consideration, intellectual stimulation, and inspirational motivation, significantly enhance engagement. However, certain demographic factors, including tenure and age, moderated these relationships. The study suggests that the textile manufacturing company could benefit from adopting transformational leadership practices to foster a more engaged and committed workforce, thereby reducing turnover rates. Future research could expand on these findings by using a larger sample size or exploring the impact of other leadership styles across different industries.