Transformational leadership, employee engagement, and employee retention among nurses in a private hospital in Kampala, Uganda

Abstract

Employees need managers that care about their welfare and help them accomplish their goals in order to have proper and effective leadership. Organizations should therefore concentrate on strategies to retain people for the long term as well as ways to increase profit. In order to better understand the connections between transformational leadership, employee engagement, and employee retention among nurses at Nakasero Hospital, this study examined these relationships. 132 participants from Nakasero Hospital were included in the study. The relationship between transformational leadership, employee engagement, and employee retention among nurses in a Private Hospital in Kampala was investigated using a cross-sectional study design. Standardized questionnaires were used to collect the data, and regression analysis and a Pearson Product Moment Correlation Coefficient were used to analyze it. The findings from the study indicate that, transformational leadership has no significant relationship with employee retention (r=.111, p>.01), a positive significant relationship between transformational leadership and employee engagement (r=.404, p<.01), employee engagement has a significant relationship with employee retention (r=.395, p<.01), and employee engagement fully mediates the relationship between transformational leadership and employee retention (B=.29, (1[.05, .27]). It is advised that managers and supervisors foster their employees' creativity and help them become independent thinkers through intellectual stimulation in order to help them become more engrossed in the tasks and responsibilities given to them.