Leadership Apathy and Academic Attrition
A Quantitative Study of Faculty Turnover Intentions
Keywords:
laissez-faire leadership, faculty, academia, turnover intentionAbstract
Purpose: This study explores the relationship between laissez-faire leadership and faculty turnover intention in U.S. higher education institutions. It aims to determine whether disengaged leadership practices contribute significantly to faculty attrition and to inform leadership strategies that promote faculty retention.
Design/methodology/approach: A quantitative research design was employed using survey data from 149 full-time faculty members. The Multifactor Leadership Questionnaire (MLQ) (Bass & Avolio, 1995) was used to assess perceptions of laissez-faire leadership, while a turnover intention scale measured faculty intent to leave (Kelloway et al., 1999). Faculty participants were asked to evaluate their departmental leaders, most typically a department chair or dean, when responding to leadership-related items. Correlational and regression analyses were conducted using Python to evaluate the strength and significance of the relationship, with demographic variables included in a multivariate model.
Findings: The study found a statistically significant, moderately strong positive correlation between laissez-faire leadership and turnover intention (r = 0.5605, p < .001). Regression analysis confirmed that laissez-faire leadership significantly predicts turnover intention (β = 0.9225, p < .001), accounting for 31.4% of the variance. Demographic variables did not significantly influence turnover intention.
Originality: This research addresses a critical gap in the literature by empirically linking laissez-faire leadership to faculty turnover intention in higher education. It contributes novel insights into how passive leadership styles undermine faculty engagement and retention, emphasizing the need for transformational leadership in academic institutions.
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