Leadership power bases influence on quality of work-life and intention to stay among retailing employees

Abstract

Orientation: Retail managers utilise their position of authority to obtain the highest calibre work to uphold the perceived standards of their individual businesses. Research purpose: The goal of this research is to investigate the impact of leadership power bases and workplace quality on employees’ intentions to remain at a particular retail location in the Gauteng province. Motivation for the study: Effective and efficient management of staff is a key factor in determining the success of retailers in businesses of all sizes in that employees can be significantly impacted by the leadership power a store manager possesses. Research approach/design and method: A quantitative cross-sectional research design utilising a probability random sampling technique was adopted to collect data from a sample of 336 employees through a structured questionnaire. Main findings: Reward power showed a negative prediction of quality of work–life, whereas coercive power and lawful power bases showed a favourable contribution to the prediction of quality of work–life. In addition, quality of work–life proved to be a significant predictor of intention to stay. Practical/managerial implication: By investing in leadership development and fostering a supportive work culture, organisations can create an environment that encourages employees to stay for the long term. Contribution/value-add: Understanding the influence of different power bases, organisations can target development opportunities that will improve overall leadership capability and create a more positive work environment.

Keywords

• quality of work–life
• intentions to stay
• retailing
• leadership power bases
• reward power
• coercive power
• legitimate power.