Succession planning mediates self-leadership and turnover intention in a state-owned enterprise

Abstract

Orientation: This study is a response to the challenges faced by a rail, port and pipeline company in South Africa when managing succession planning, self-leadership and turnover intention. Research purpose: The study aimed to determine if succession planning was the mediating variable between self-leadership and turnover intention in a state-owned enterprise. Motivation for the study: The study’s findings may assist public entities in prioritising succession planning and self-leadership development initiatives. Research approach/design and method: The study adopted a quantitative approach and a cross-sectional survey research design within positivism. Data were gathered using a structured existing questionnaire that was distributed and the response rate was 78.67%. The reliability of the questionnaire was 09.222 which was an indication that the internal consistency was in order. Data were analysed by using correlation and multiple regression analysis. Main findings: The study found that self-leadership was a marginally significant predictor of turnover intention. A large proportion of the sample was drawn from respondents working in Johannesburg whose views might not correspond with those of employees from other areas. Practical/managerial implications: The findings of the study offer government policymakers the opportunity to develop policies that enhance self-leadership, promote succession planning, reduce the intention to leave among employees and incentivise the process. Contribution/value-add: The body of knowledge was expanded in the sense that succession planning was found to be the mediating variable in the relationship between self-leadership and turnover intention.

Keywords

• succession planning
• self-leadership
• turnover intention
• state-owned enterprise
• talent management