Skip to main content
SpringerLink
Log in

Transformational Leaders in Saudi Arabia

  • Chapter
  • First Online:
The Palgrave Handbook of Leadership in Transforming Asia

  • 1655 Accesses

Abstract

The current study examines the relationship between leadership behavior and intention to turnover in Saudi Arabian banking sector. Saudi Arabia saw the establishment of 12 new banks, which resulted in the non-oil private sector share of Saudi’s GDP reaching US$55.8 billion. This increased staff demand in the banking sector and justifies the significance of this study, which identifies the relationship between leadership and turnover. Utilizing an online survey, the data was collected from 376 employees in the banking industry. Using SPSS analysis identified significant relationships. Seventeen percent between leadership behavior and turnover. The analysis revealed that the respondents displayed transformational leadership behavior (X = 3.06) fairly often compared with transactional leadership behavior (X = 2.52). Further, the turnover intention among the respondents appeared to be high (X = 3.11). In addition, the findings identified that demographic characteristics influence some leadership behaviors. The vital study contribution enhances our understanding of the theories associated with leadership and turnover. The findings assist bank leaders in retaining their employees and reduce turnover rates.

This is a preview of subscription content, log in via an institution to check access.

Access this chapter

Log in via an institution
Chapter
USD 29.95
Price excludes VAT (USA)
  • Available as PDF
  • Read on any device
  • Instant download
  • Own it forever
eBook
USD 219.00
Price excludes VAT (USA)
  • Available as EPUB and PDF
  • Read on any device
  • Instant download
  • Own it forever
Softcover Book
USD 279.99
Price excludes VAT (USA)
  • Compact, lightweight edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info
Hardcover Book
USD 279.99
Price excludes VAT (USA)
  • Durable hardcover edition
  • Dispatched in 3 to 5 business days
  • Free shipping worldwide - see info

Tax calculation will be finalised at checkout

Purchases are for personal use only

Institutional subscriptions

References

  • Alharthi, A., Alshehri, O., & Alkhatib, A. (2014). Leadership style among middle managers in Saudi Ministry of Health. European Scientific Journal, 9(26), 153–175.

    Google Scholar 

  • Ali, H. M., & Yangaiya, S. A. (2015). Investigating the influence of distributed leadership on school effectiveness: A mediating role of teachers’ commitment. Journal of Educational and Social Research, 5(1 S1), 163–174.

    Google Scholar 

  • Aljameely, M. (2008). Leadership patterns and its relationship to levels of empowerment: A survey study to Saudi Arabia Majlis Ashura staff, unpublished master dissertation (Unpublished doctoral thesis). Naif Arab University for Security Sciences, Kingdom of Saudi Arabia.

    Google Scholar 

  • Amankwaa, A., & Anku-Tsede, O. (2015). Linking Transformational Leadership to Employee Turnover: The Moderating Role of Alternative Job Opportunity. International Journal of Business Administration, 6(4), 19.

    Article  Google Scholar 

  • Antonakis, J., Avolio, B. J., & Sivasubramaniam, N. (2003). Context and leadership: An examination of the nine-factor full-range leadership theory using the Multifactor Leadership Questionnaire. The Leadership Quarterly, 14(3), 261–295.

    Article  Google Scholar 

  • Avolio, B., Waldman, D., & Yammarino, F. (1991). Leading in the 1990s: The four I’s of transformational leadership. Journal of European Industrial Training, 15(4), 9–16.

    Article  Google Scholar 

  • Bass, B. (1985). Leadership and performance beyond expectations. New York: The Free Press.

    Google Scholar 

  • Bass, B. (1997). Does the transactional–transformational leadership paradigm transcend organizational and national boundaries?. American Psychologist, 52(2), 130–139.

    Article  Google Scholar 

  • Bass, B. (1998). Transformational leadership: Industry, military, and educational impact. Mahwah, N.J.: Lawrence Erlbaum Associates.

    Google Scholar 

  • Bass, B., & Avolio, B. (1990). Developing transformational leadership: 1992 and beyond. Journal of European Industrial Training, 14(5), 21–27.

    Article  Google Scholar 

  • Bass, B., & Avolio, B. (1997). Full range leadership development: Manual for the Multifactor Leadership Questionnaire. Redwood City, CA: Mind Garden.

    Google Scholar 

  • Bealer, D., & Bhanugopan, R. (2014). Transactional and transformational leadership behaviour of expatriate and national managers in the UAE: A cross-cultural comparative analysis. The International Journal of Human Resource Management, 25(2), 293–316.

    Article  Google Scholar 

  • Brown, A. (1992). Organisational culture: The key to effective leadership and organisational development. Leadership and Development Journal, 13(2), 3–6.

    Article  Google Scholar 

  • Burns, J. (1978). Leadership. New York, NY: Harper and Row Publishers.

    Google Scholar 

  • Carbery, R., Garavan, T. N., O’Brien, F., & McDonnell, J. (2003). Predicting hotel managers’ turnover cognitions. Journal of Managerial Psychology, 18(7), 649–679.

    Article  Google Scholar 

  • Central Department of Statistics and Information. (2013). Annual statistics book volumes. Saudi Arabia, Riyadh.

    Google Scholar 

  • Charbonnier-Voirin, A., El Akremi, A., & Vandenberghe, C. (2010). A multilevel model of transformational leadership and adaptive performance and the moderating role of climate for innovation. Group & Organization Management, 35(6), 699–726.

    Article  Google Scholar 

  • Conger, J., & Benjamin, B. (1999). Building leaders: How successful companies develop the next generation. Jossey-Bass San Francisco.

    Google Scholar 

  • Conger, J., & Kanungo, R. (1998). Charismatic leadership in organizations. Thousand Oaks CA: Sage Publications.

    Google Scholar 

  • Crossley, C. D., Bennett, R. J., Jex, S. M., & Burnfield, J. L. (2007). Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover. Journal of Applied Psychology, 92(4), 1031–1042.

    Article  Google Scholar 

  • Crossley, C. D., Bennett, R. J., Jex, S. M., & Burnfield, J. L. (2011). ‘Development of a global measure of job embeddedness and integration into a traditional model of voluntary turnover’: Clarification to Crossley et al. (2007). Journal of Applied Psychology, 96(6), 1316. Retrieved from doi:http://dx.doi.org/10.1037/a0025569.

    Article  Google Scholar 

  • Ekvall, G., & Arvonen, J. (1991). Change-centered leadership: An extension of the two-dimensional model. Scandinavian Journal of Management, 7(1), 17–26.

    Article  Google Scholar 

  • Ertureten, A., Cemalcilar, Z., & Aycan, Z. (2013). The relationship of downward mobbing with leadership style and organizational attitudes. Journal of Business Ethics, 116(1), 205–216.

    Article  Google Scholar 

  • Hamstra, M. R., Van Yperen, N. W., Wisse, B., & Sassenberg, K. (2014). Transformational and transactional leadership and followers’ achievement goals. Journal of Business and Psychology, 29(3), 413–425.

    Article  Google Scholar 

  • Hartog, D., & Belschak, F. (2012). When does transformational leadership enhance employee proactive behaviour? The role of autonomy and role breadth self-efficacy. Journal of Applied Psychology, 97(1), 194–202.

    Article  Google Scholar 

  • Hofstede, G. (1980). Motivation, leadership, and organization: Do American theories apply abroad? Organizational Dynamics, 9(1), 42–63. Retrieved from http://www.jstor.org/stable/40396875.

    Article  Google Scholar 

  • Hofstede, G. (1981). Culture and organizations. International Studies of Management & Organization, 10(4), 15–41. Psychology and Culture, 2 (1), 8.

    Article  Google Scholar 

  • Hofstede, G. (1984). Cultural dimensions in management and planning. Asia Pacific Journal of Management, 1(2), 81–99.

    Article  Google Scholar 

  • Hofstede, G. (2011). Dimensionalizing cultures: The Hofstede model in context. Psychology and Culture, 2(1), 1–26. Retrieved from http://dx.doi.org/10.9707/2307-0919.1014.

    Google Scholar 

  • Howell, J., & Hall-Merenda, K. (2002). The ties that bind: The impact of leader–member exchange, transformational and transactional leadership, and distance on predicting follower performance. Journal of Applied Psychology, 84(5), 680–694.

    Article  Google Scholar 

  • Hu, J., Wang, Z., Liden, R., & Sun, J. (2012). The influence of leader core self-evaluation on follower reports of transformational leadership. The Leadership Quarterly, 23(5), 860–868.

    Article  Google Scholar 

  • Kezar, A., & Eckel, P. (2008). Advancing diversity agendas on campus: Examining transactional and transformational presidential leadership styles. International Journal of Leadership in Education, 11(4), 379–405.

    Article  Google Scholar 

  • Khatri, N., Fern, C. T., & Budhwar, P. (2001). Explaining employee turnover in an Asian context. Human Resource Management Journal, 11(1), 54–74.

    Article  Google Scholar 

  • Kotter, J., & Heskett, J. (1992). Corporate culture and performance. New York: Free Press.

    Google Scholar 

  • Majlis Ash-Shura (2015). www.shura.gov.sa. Retrieved from https://www.shura.gov.sa/wps/wcm/connect/shuraen/internet/Historical+BG.

  • McMurray, A., Islam, M., Sarros, J., & Pirola-Merlo, A. (2013). Workplace innovation in a nonprofit organization. Journal of Nonprofit Management and Leadership, 23(3), 367–388.

    Article  Google Scholar 

  • McMurray, A., Pirola-Merlo, A., Sarros, J., & Islam, M. (2010). Leadership, climate, psychological capital, commitment, and wellbeing in a non-profit organization. Leadership & Organization Development Journal, 31(5), 436–457.

    Article  Google Scholar 

  • Michie, J., & Zumitzavan, V. (2012). The impact of ‘learning’ and ‘leadership’ management styles on organizational outcomes: A study of tyre firms in Thailand. Asia Pacific Business Review, 18(4), 607–630.

    Article  Google Scholar 

  • Muenjohn, N. (2007). Transformational leadership: A new force in leadership research. Retrieved from www.wbiconpro.com/436-Nuttawuth.pdf.

  • Özaralli, N. (2003). Effects of transformational leadership on empowerment and team effectiveness. Leadership & Organization Development Journal, 24(6), 335–344.

    Article  Google Scholar 

  • Riggio, R., & Harvey, M. (2011). Leadership studies: The dialogue of disciplines. Cheltenham: Edward Elgar Publishing.

    Google Scholar 

  • Ryan, J., & Tipu, S. (2013). Leadership effects on innovation propensity: A two-factor full range leadership model. Journal of Business Research, 66(10), 2116–2129.

    Article  Google Scholar 

  • Sakiru, O., D’Silva, J., Othman, J., Silong, A., & Busayo, A. (2013). Leadership styles and job satisfaction among employees in small and medium enterprises. International Journal of Business and Management, 8(13), 34–41.

    Article  Google Scholar 

  • Saudi Arabian Monetary Agency. (2007). Yearly statistics, no: 43. Saudi Arabia, Riyadh.

    Google Scholar 

  • Saudi Arabian Monetary Agency. (2009). Yearly statistics, no: 45. Saudi Arabia, Riyadh.

    Google Scholar 

  • Saudi Arabian Monetary Agency. (2012). Yearly statistics, no: 48. Saudi Arabia, Riyadh.

    Google Scholar 

  • Saudi Arabian Monetary Agency. (2013). Yearly statistics, no: 49. Saudi Arabia, Riyadh.

    Google Scholar 

  • Schein, E. (1992). Organisational culture and leadership. San Francisco, CA: Jossey-Bass.

    Google Scholar 

  • Sekaran, U., & Bougie, R. (2010). Theoretical framework in theoretical framework and hypothesis development. In Research Methods for Business: A Skill Building Approach. West Sussex: Wiley.

    Google Scholar 

  • Tafvelin, S., Hyvönen, U., & Westerberg, K. (2014). Transformational leadership in the social work context: The importance of leader continuity and co-worker support. British Journal of Social Work, 44(4), 886–904.

    Article  Google Scholar 

  • Timothy, C., Okwu, A., Akpa, V., & Nwankwere, I. (2011). Effects of leadership style on organizational performance: A survey of selected small scale enterprises in Ikosi-Ketu council development area of Lagos State, Nigeria. Australian Journal of Business and Management Research, 1(7), 100–111.

    Google Scholar 

  • Yammarino, F. (2013). Leadership past, present, and future. Journal of Leadership & Organizational Studies, 20(2), 149–155.

    Article  Google Scholar 

  • Yousef, D. (2000). Organizational commitment: A mediator of the relationships of leadership behavior with job satisfaction and performance in a non-western country. Journal of Managerial Psychology, 15(1), 6–24.

    Article  Google Scholar 

  • Zheng, C., & Lamond, D. (2010). Organisational determinants of employee turnover for multinational companies in Asia. Asia Pacific Journal of Management, 27(3), 423–443.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

  1. Human Resources Department, King Khalid Military Academy, Riyadh, Saudi Arabia

    Fiyad Alenazi

  2. School of Management, RMIT University, Melbourne, Australia

    Nuttawuth Muenjohn & Adela McMurray

Authors
  1. Fiyad Alenazi
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Nuttawuth Muenjohn
    View author publications

    You can also search for this author in PubMed Google Scholar

  3. Adela McMurray
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Fiyad Alenazi .

Editor information

Editors and Affiliations

  1. School of Management, Royal Melbourne Institute of Technology, Melbourne, Victoria, Australia

    Nuttawuth Muenjohn

  2. School of Management, Royal Melbourne Institute of Technology, Melbourne, Victoria, Australia

    Adela McMurray

Copyright information

© 2017 The Author(s)

About this chapter

Cite this chapter

Alenazi, F., Muenjohn, N., McMurray, A. (2017). Transformational Leaders in Saudi Arabia. In: Muenjohn, N., McMurray, A. (eds) The Palgrave Handbook of Leadership in Transforming Asia. Palgrave Macmillan, London. https://doi.org/10.1057/978-1-137-57940-9_30

Download citation

Publish with us

Policies and ethics

Search

Navigation