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Linking Leadership and Retention: Emotional Exhaustion and Creativity as Mechanisms in the Information Technology Sector

Author

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  • Amra Džambić

    (Department of Management, International Burch University, 71000 Sarajevo, Bosnia and Herzegovina)

  • Nereida Hadziahmetovic

    (Faculty of Economics & Business Administration, Berlin School of Business and Innovation, 12043 Berlin, Germany)

  • Navya Gubbi Sateeshchandra

    (Faculty of Economics & Business Administration, Berlin School of Business and Innovation, 12043 Berlin, Germany)

  • Kaddour Chelabi

    (Faculty of Economics & Business Administration, Berlin School of Business and Innovation, 12043 Berlin, Germany)

  • Anastasios Fountis

    (Faculty of Economics & Business Administration, Berlin School of Business and Innovation, 12043 Berlin, Germany)

Abstract

Employee turnover remains a critical challenge for organizations, prompting an examination of how leadership approaches influence employees’ intentions to leave. This study investigates the impact of transformational leadership on turnover intention, focusing on emotional exhaustion and creativity as potential mediators. The study employs a quantitative design grounded in leadership and organizational psychology theory and surveys 182 professionals working in the information technology sector across Bosnia and Herzegovina, Croatia, Serbia, and Montenegro. Structural equation modeling reveals that transformational leadership reduces turnover intention by alleviating emotional exhaustion, highlighting the importance of psychological well-being in employee retention. While transformational leadership enhances employee creativity, creativity did not significantly mediate turnover intention in this context. These findings suggest that strategies that foster engagement and reduce burnout in knowledge-intensive industries can strengthen organizational commitment and improve retention. This study contributes to the understanding of behavioral mechanisms linking leadership to employee outcomes and offers actionable insights for modern organizations aiming to address turnover through supportive, empowering leadership practices. Additional mediators and contextual variables should be explored in further research.

Suggested Citation

  • Amra Džambić & Nereida Hadziahmetovic & Navya Gubbi Sateeshchandra & Kaddour Chelabi & Anastasios Fountis, 2025. "Linking Leadership and Retention: Emotional Exhaustion and Creativity as Mechanisms in the Information Technology Sector," Administrative Sciences, MDPI, vol. 15(8), pages 1-22, August.
    • Handle: RePEc:gam:jadmsc:v:15:y:2025:i:8:p:309-:d:1718743
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    References listed on IDEAS

    as
    1. Golob, Thomas F., 2003. "Structural equation modeling for travel behavior research," Transportation Research Part B: Methodological, Elsevier, vol. 37(1), pages 1-25, January.
    2. Tilahun Kidane Diko & Shabnam Saxena, 2023. "Mediating Role of Employee Engagement with Transformational Leadership and Turnover Intention," Public Organization Review, Springer, vol. 23(4), pages 1639-1660, December.
    3. Soraia Romão & Neuza Ribeiro & Daniel Roque Gomes & Sharda Singh, 2022. "The Impact of Leaders’ Coaching Skills on Employees’ Happiness and Turnover Intention," Administrative Sciences, MDPI, vol. 12(3), pages 1-15, July.
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