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Korea Review of International Studies The Role of Resonant Leadership in

predicting Turnover Intentions and mediating role of Job Satisfaction:
Evidence from International Logistic...

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Korea Review of International Studies
ISSN – 1226-4741
Vol 15 Special Issue 8 Oct’2022

The Role of Resonant Leadership in predicting Turnover Intentions

and mediating role of Job Satisfaction: Evidence from International
Logistics Industry in India.
Vivek Dabral1*, Kumar Arijit2, and Prof. H.C. Purohit3
1&2
Research Scholars, School of Management, Doon University, Dehradun, Uttarakhand, India
3
Head, School of Management, Doon University, Dehradun, Uttarakhand, India
*Corresponding Author – vivek.dabral@gmail.com

Abstract

Purpose - This study investigates resonant leadership's impact on employees' job satisfaction and turnover
intention. A conceptual framework integrates job satisfaction as a mediating variable in explaining the nexus
between resonant leadership and employee turnover intention.

Design/methodology/approach – Survey data collected from employees working in a Trade logistics firms
situated in Delhi and the National Capital Region of Delhi, India. The sample consisted of 180 participants;
complete data were available for 162 participants. The proposed relationships were assessed through
SMART-PLS structural equation modeling tool.

Findings – The study found that resonant leadership was associated with lower turnover intentions (β= -
0.349, t=2.928, p<0.05). Resonant leadership was positively related to one's job satisfaction (β=0.759,
t=17.861, p<0.05). Job satisfaction was negatively related to turnover intentions (β= -0.243, t=2.026,
p<0.05).

Originality/value – The relevancy of the research originates from the scarcity of research on HR issues in
logistics. Additionally, this adds to the limited literature investigating the inter-relationship between resonant
leadership and employee attitudes.

Conclusion - Job satisfaction mediates the link between a resonant leader and turnover intentions.

Keywords - International Trade logistic industry, Resonant Leadership, Job Satisfaction, Turnover
intention, Sustainability.

1. Introduction
Great resignation is an ongoing economic phenomenon that started in the spring of 2021, in which
employees worldwide are resigning en masse. Among the various reasons cited for this trend, the prominent
reasons are job dissatisfaction. Past literature has proved that the success of an organization depends upon its
employees' commitment to it. Hence, organizations try to retain their employees. India expects an average

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attrition rate of 19% in 2022 against only 12% in 2021 (Bhattacharya & Basu, 2022). The logistics industry
is not indifferent to this phenomenon. Globally, the logistics industry suffers from a shortage of competent
staff (Zivkovic et al., 2021). The Indian logistics industry is also facing a staff crunch. Indian Logistics &
Transport industry, too, is marked with a high voluntary staff turnover rate of 13.70, which is higher than
average (Salman & Vinay, 2021).
International trade logistics connects the national and world economies and has become synonymous with
the key to national economic development. International trade logistics includes transportation (truck
operator, shipping Lines, Air Lines, freight forwarder, IATA), Custom brokers, packers, and warehousing
activities (Zivkovic et al., 2021). The increasing reliance of other industries on the logistics industry and the
fact that logistics activities are among the most difficult to replicate have compelled practitioners and
researchers to recognize logistics as a source of competitive advantage (Kim & Kim, 2020). The growing
importance of logistics is evident in the Government of India declared its first National Logistics Policy in
2022, which aims to develop a logistics infrastructure stronger in India and enhance the competitiveness of
Indian products globally. The Indian logistics industry employs about 22 million workers. There has been a
drastic technological improvement in the logistics industry recently, and the new National Logistics Policy
2022 also focuses on strengthening e-logistics under the Digital India program. However, this shift towards
e-logistics needs more knowledgeable, skilled, and responsible employees and logistics companies are
required to retain such employees.
Logistics is a demanding industry that puts a lot of mental and physical strain on its employees. Though
there can be various reasons for employees to quit their jobs, low monetary benefits, long working hours,
and heavy workloads are prominent, among others (Wang et al., 2020). Burnout is another cause of
employee turnover in the logistics industry (Kim & Shin, 2015). Heavy workloads and peculiar working
conditions are major causes of job dissatisfaction and emotional exhaustion of employees leading to high
turnover issues in logistics industries.
However, when it comes to the development of the logistic capabilities of an organization and nation as a
whole, studies are restricted to Infrastructural development and ignore the most crucial resource, i.e., human
resources, which is essential for the sustainability of any service organization. McKinnon et al. (2017) study
for the World Bank endorses this behavior by discovering that only 0.57 articles per journal and per year on
HR logistics issues got published in various journals worldwide (Hohenstein et al., 2014). Further, there is
scanty research on how resonant leaders control the emotions and moods of their workforce to achieve
desired results (Hassan & Qureshi,2019). This research aims to fill this gap by understanding how resonant
leadership is associated with job satisfaction and the turnover intention of their followers.

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2. Literature review
2.1 Resonant leadership and Job Satisfaction
In past literature, leadership styles have remained one of the topics that researchers worldwide have
addressed the most (Yahaya & Ebrahim,2016; Megheirkouni, 2017). Leadership is a social phenomenon in
which leaders persuade people to work toward a common objective using social means (Avolio et
al.,2009; Northouse, 2013). In addition, the leader's job is recognized as a way to support workers by caring
for their intellectual and emotional needs (Al-Hamdan et al., 2020). According to Bass and Avolio (1997),
leaders should assist in energizing, motivating, encouraging, and rewarding their subordinates to achieve key
performance results. Yukl (2013) suggested that leaders can affect followers' views regarding their jobs,
including work satisfaction, organizational commitment, and turnover.
Similarly, job satisfaction is another concept that has drawn the attention of the academic community for
decades and continues to do so (Boamah et al., 2018). Many past studies have acknowledged leadership
styles as one of the most common predictors of job satisfaction (Bogler, 2001; Hulpia & Devos,
2009; Yılmaz & Ceylan, 2011; Hayes et al., 2010; Lu et al., 2012). According to Bawafaa et al. (2015),
leaders are crucial in fostering a positive work atmosphere and improving followers' job satisfaction. The
nature of the leader-employee connection or its absence significantly impacts self-esteem and job
satisfaction. Employee job satisfaction is higher with compassionate or encouraging leaders than with those
who are uncaring or judgmental of their staff (Ribelin, 2003; Bogler, 2001).
The resonant leadership style, rooted in emotional intelligence, is considered for the current study. Goleman
(2006) established the idea of resonant leadership, which Boyatzis and McKee later on popularised. Since
resonant leadership builds on emotional intelligence, it differs in the capacities of self-awareness, self-
management, social awareness, and relationship management (Goleman et al.,2002). Resonant leaders create
positive relationships, based on emotional bonds, with their followers and mobilize their energy and other
financial, the intellectual, environmental, and social capital of organizations towards attaining organizational
goals, which leaders and their followers consider to be above their personal goals. (Cummings,
2004; Boyatzis & McKee, 2005; Goleman, 2006; Mckee & Massimilian, 2006).
Resonant leaders are empathetic, passionate, and committed and can read people and groups accurately.
They enable people around them to be their best selves by giving them hope and courage to move toward a
brand-new and exciting future (Boyatzis, 2008). They control their own and others' emotions to get the best
results in every situation and exhibit positive emotions to inspire their followers (Squires et al., 2010). These
good emotional states encourage employees to produce successful results, dismissing and stifling
unfavorable feelings and emotions in the process (Wong & law, 2002). According to the theory of emotional
intelligence, employees who can use, appraise, analyze, understand their emotions and control their negative
feelings at the workplace are more satisfied at their job (Kafetsios & Zampetakis, 2008; Güleryüz et al.,

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2008; Meisler 2014; Long et al.,2016; Estabrooks et al.,2011; Cummings et al., 2010; Anari, 2012; Wagner
et al., 2013; Bawafaa et al. 2015; Rezvani et al. 2016; Giao et al. 2020).

2.2 Job Satisfaction and Turnover Intention

Job satisfaction refers to the positive emotional orientation (Price, 2001) towards a job situation that results
in the employee attaining what they want from and value in their job (Vidal et al., 2007), and when
employees hold negative responses towards their job is referred to as Job dissatisfaction. At the same time,
the turnover intention is a cognitive withdrawal process that includes a desire and thoughtful planning to
either stay on the work or quit it (Rahman & Nas (2013); Shahnawaz & Goswami (2011); Jacobs & Roodt
(2007)). Mobley’s (1977) turnover model explains the relationship between job satisfaction and turnover
well. It asserts that job and working conditions affect satisfaction with a job and, in turn, leads to the thought
of utility of searching behavior, job search, evaluation of alternative by comparing it with current job and
scenario, intention to quit or to stay, and finally to turnover or retention behavior (Randhawa,2007).
According to past literature on job satisfaction and turnover, those with relatively low job satisfaction are
more likely to switch jobs (Dole & Schroeder,2001).
Past literature also endorses the association between job satisfaction and turnover intention among
employees (Spector et al., 2006). In addition, job satisfaction is the main factor in most turnover theories
(Gauci-Borda & Norman, 1997; Trevor, 2001; Strachota et al., 2003). Further, various past studies have
suggested that there exists a negative correlation between job satisfaction and turnover intention (Cotton &
Tuttle,1986); Williams & Skinner, 2003; Rahman et al., 2008) and that job satisfaction significantly predicts
turnover intention (Strachota et al., 2003; Brough & Frame, 2004; Van Dick et al., 2004; Vidal et al., 2007;
Wright & Bonett, 2007; Lee et al., 2008; Yoo & Kim, 2016; Satoh et al., 2017). Thus, individuals who are
most satisfied with their jobs are also less likely to plan to leave the company, resulting in less absenteeism,
better performance, and higher productivity (Luz et al.,2018).

2.3 Resonant leadership and turnover intentions

“People leave the manager, not the company” (Lim et al., 2017) is a common expression you might come
across when examining reasons for employee turnover. In the words of Ayari and AlHamaqi (2021), the
relationship between turnover intentions with leadership style, job satisfaction, and organizational
commitment was the most examined in past studies about employee turnover. Since leaders may influence
their followers to take desired actions by giving them the right amount of stimulation, encouragement,
incentive, and acknowledgment, leadership is a crucial management tool. It is essential to choose the correct
leadership style according to the industry (Mosadeghrad & Ferdosi, 2013). Tnay et al., 2013 and Lim et
al.,2017 have suggested that proper and positive leadership is critical to developing and sustaining an

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effective workforce. Literature is full of studies that have empirically established that transformational
leadership style is negatively related to employee turnover (Lim et al.,2017).
However, the new digital age characterized by the VUCA environment calls for a new type of leadership
(Boyatzis & Mckee,2006; Mckee & Massimilian,2006) that can manage common job burnout and
exhaustion. Resonant leadership is better than transformational leadership as it inherits the exact
characteristics of a transformational leader but flexibility, too (Cummings et al.,2010; Chawla &
Lenka,2018).
Resonant leadership grounds around emotional intelligence, and resonant leaders have distinguished skills
like elf-Awareness, Self-Management, Social Awareness, and Relationship Management (Goleman et al.,
2002). Resonant leaders build positive relationships with followers based on emotional attachment. They not
only manage their emotions but that of their followers too and mobilize their energy along with other
financial, intellectual, environmental, and social capital of organizations towards attaining organizational
goals, which leaders and their followers consider to be above their personal goals. (Cummings,
2004; Boyatzis & McKee, 2005; Goleman, 2006; Mckee & Massimilian, 2006).
Majeed and Jamshed (2021) emphasized that leaders enhance their emotional intelligence and provide a
conducive team culture to reduce employee turnover. Resonant leaders, equipped with emotional
intelligence, illustrate positive emotions to motivate their followers and manage their moods and emotions to
increase their commitment which in turn increases effectiveness, performance, and productivity and
decreases turnover and absenteeism (Hassan & Qureshi, 2019). Similarly, Cummings et al. (2010) advocate
that individuals and organizations must encourage and develop relationships-based leadership
(transformational, resonant, supportive, and consideration) to increase satisfaction, recruitment, retention,
and healthy work environments, particularly in the current and worsening talent shortage.
Therefore, based on the preceding arguments and related research evidence, we hypothesize as follows.
Hypotheses
H1: Resonant leadership positively arouses feelings of job satisfaction among employees
H2: Job satisfaction of employees has a negative impact on turnover intentions
H3: Job Satisfaction mediates the relationship between resonant leadership and employees' turnover
intention.
H4: Resonant leadership has a negative impact on the turnover intention of employees

3. Research methodology
3.1 Sample and data collection procedures
The target population for the study consisted of employees working in the international trade logistic
industry, including employees from 3 PL, consolidators, NVOCC, Shipping line, IATA etc. The sampling
method used to collect the data for the study was convenient non-probability sampling and the period for

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data collection was from February 2022 to August 2022. Industry professionals were given questionnaires in
the form of Google forms and instructed to distribute them to other industry colleagues. Online responses
were not encouraging, so principal researcher visited the industry and used questionnaires to gather data.
The total responses received was 180, out of which 162 were usable as 18 responses were either found to be
incomplete or biased in answering the questions.
(Insert Table 1 here)
The respondents were predominantly male (73.5 percent), rest are females accounting for 26.5 percent.
Further, 57percent of the respondents in the age range between 21 to 35 years old, 40 percent in the age
range between 35 and 50 years old, only 2 percent in the age range above 50 years old.
3.2 Measurements
All the measures used in the current study was based on established questionnaires involved in past studies.
The reason for utilization of these scales was their strong alpha values in previous studies wherever they
were used. The scales were rated with the Likert scale of 1-5 (strongly disagree-1, disagree-2, Undecided-3,
agree-4, Strongly agree-5).
3.2.1 Resonant leadership
The resonant leadership style of the manager was measured using a 6-item Resonant Leadership Scale
(Estabrooks et al., 2009). It is abbreviated version of 10 item Resonant Leadership Scale (observer version)
and is extensively employed in past studies (Wagner et al., 2013). Items such as “My leader looks for
feedback even when it is difficult to hear” and “Actively mentors or coaches’ performance of others” were
measured.
3.2.2 Job Satisfaction
Job Satisfaction is measured through a 6-item scale proposed by Homburg & Stock (2005). The items in the
measurement represent overall Job satisfaction rather than any specific dimension of Job Satisfaction. The
sample items comprised of statements like “Overall, I am quite satisfied with my job.” and “There are no
fundamental things I dislike about my job”.
3.2.3 Turnover Intention
Turnover Intention is measured through a 6-item scale popularly refer as TIS-6 (version 4), developed by
Gert Roodt (Roodt, 2004). The sample items included “How often have you considered leaving your job?”
and “How often do you look forward to another day at work?”.

4 Data Analysis and Results

We analyzed data by Partial Least Squares (PLS) approach to Structural Equation Modelling (SEM) with the
latest version of Smart PLS (SmartPLS-4). PLS-SEM works efficiently with complex models, does not
require a large sample size and has no assumptions about the data distributions (Hair et al., 2016). This
makes PLS-SEM particularly suitable for the present research. PLS-SEM path modelling involves two major

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parts – the measurement and structural models. The measurement model was used to test the variables'
reliability and validity. In contrast, the structural model analyzed the multiple regression relationship
between the variables: resonant leadership, job satisfaction and turnover intention.
Podsakoff et al., (2012) have suggested measurement of common method biases to assess the influence of
common methods variance, especially for research involving self-reported measures (Spector, 2006). Thus,
our data analysis began with assessing the extent of common method bias in the research model, as
suggested by Ned Kock (Kock, 2015) and then we present the measurement model, structural model, and
hypotheses tests.

4.1 Common method biases

Kock (2015) have suggested that the occurrence of the VIF value of any construct greater than 3.3 indicates
pathological collinearity and that common method biases may taint the model. Therefore, if all VIFs of the
internal model obtained from the full collinearity test are less than or equal to 3.3, then the model can be
considered unbiased by the general method. VIF values of the internal model lie between 1.249 and 2.345,
which were below the prescribed value of 3.3. Hence, common method bias is not a concern for this study.
4.2 Measurement model
The measurement model was assessed to evaluate internal consistency (reliability) and validity (convergent
and divergent). The measurement model depicts the relationships between the constructs and the indicator
variables. As a generally accepted guideline, Factor loading over 0.7 is desirable (Vinzi et al., 2010), but
0.50 is accepted as a minimum acceptable value (Hair et al., 2010). No item in the model was removed as all
the loadings lie between, which exceeded the minimum acceptable value of 0.50.
For the reliability of constructs, we appraised both Cronbach’s alpha (Alpha) and composite reliability (CR).
Alpha and CR values above 0.70 indicate Internal consistency reliability of the structure (Ringle et al.,
2018). However, a CR of 0.95 or greater is undesirable (Hair et al., 2016). In the current study, both Alpha
and CR values were satisfactory.
Moving ahead, we checked the second component of the measurement model, i.e. convergent validity.
Average Variance Extracted (AVE) is the recognized measure of convergent validity, and a value of 0.50 is
treated as a cut-off criterion (Ringle et al., 2018). Consequently, all the constructs of the model possess
composite reliability. Table 2 depicts outer loadings, Alpha, AVE, and composite reliability measures.
(Insert Table 2 here)
Next, we tested the model for discriminant validity to assess that the measures of one construct do not
correlate with other constructs (Ringle, Sarstedt, & Mooi, 2010). It is evaluated through three approaches:
cross-loadings, Fornell and Larker’s (1981) criterion and the Heterotrait–Monotrait ratio of correlations
(HTMT) Method. We used the HTMT criterion to assess the discriminant validity. For the assessment of
discriminant validity, Henseler et al. (2015) suggested the most conservative threshold value of the HTMT

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ratio as 0.90 or less. On analysis of the model, item JS3 of construct JS was found to be strongly loaded on
another construct RL. Farrell, A. M. (2010) suggested removing offending items to improve discriminant
validity if items cross-load on more than one latent variable. Accordingly, JS3 was omitted from the model.
Table 3 below clearly demonstrates that all values of HTMT were less than the threshold value of 0.90.
discriminant validity is attained.

(Insert Table 3 here)

4.3 Structural model
After establishing the reliability and validity of the measurement model, we evaluated the structural model
according to expert recommendations (Hair et al., 2016). The structural model displays the relationships
(direct and mediating) between the constructs in the proposed study model.
However, before hypothesis testing, collinearity between each set of predictor variables must be checked
(Hair et al., 2016). Variance Inflation Factor (VIF) is often used to detect collinearity. Its value must be five
or less (Hair, Sarstedt, Hopkins, & G. Kuppelwieser, 2014). The results in Table 4 show that all VIF values
are less than 5, indicating a lack of collinearity between the predictors.
(Insert Table 4 here)

4.4 Hypotheses testing

We used the bootstrapping technique to assess the relationships (direct and mediating) among the constructs,
using 5000 subsamples. The beta value, standard error, t-statistics and p-values are used to assess the
significance of the direct effects of the exogenous constructs on the endogenous constructs.
According to Hair et al., (2011), the two-tailed critical t-values are 1.65 (significance level = 10%), 1.96
(significance level = 5%), and 2.58 (significance level = 1 %). All proposed direct path hypotheses are
accepted based on t-scores (t > 1.96, critical value) at the 5% significance level, as shown in Table 5 below.
The result of the study suggests that resonant leadership positively correlates with job satisfaction (β=0.759,
t=17.861, p<0.05), supporting H1. A second hypothesis, H2, is also supported, suggesting that resonant
leadership negatively correlates with turnover intention (β= -0.349, t=2.928, p<0.05). Similarly, job
satisfaction among employees was negatively associated with their turnover intentions (β= -0.243, t=2.026,
p<0.05), supporting H3. Table 5 below illustrates the results of the study.

(Insert Table 5 here)

4.5 Testing for mediation
Lastly, Mediation analysis was performed to assess the mediating role of JS. H4 evaluates whether JS
mediates the relationship between RL and TI. The results show that the total effect was negative and
significant (β= -0.533, t=7.113, p < 0.05). When the model introduced the mediator, the effect decreased,
and the direct relationship was also found significant (β= -0.349, t = 2.928, p < 0.05). At the same time, the
indirect effect with the inclusion of a mediator into the analysis was found significant (β = -0.184, t = 2.042,

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p < 0.05). Hence, the results reveal a partial complementary mediation. This shows that some effect of RL
on TI passes through JS too. Consequently, H4 is accepted (see Table 6).
(Insert Table 6 here)

4.6 Model fitness

A major part of structural model evaluations involves assessing coefficients of determination (R 2). The
threshold values of 0.25, 0.5 and 0.7 are often used to describe a weak, moderate and strong coefficient of
determination (Hair et al., (2011) & Hair et al., (2013)). Figure 1 demonstrates that two constructs, resonant
leadership and job satisfaction, collectively explain 31% of the variance of the endogenous construct
turnover intention. The overall R2 value is 0.310. Similarly, resonant leadership explain 57.5% of the
variance of the endogenous construct job satisfaction. These values represent the overall fitness of the
model.
The effect size (f2) of each independent variable on the R2 value of its dependent variable is also calculated.
The effect size is usually presented as small, medium or large, based on the threshold values of 0.02, 0.15,
and 0.35 respectively (Cohen, 1988). The results (table 7) revealed that f-square ranged from 0.036 to 1.355.
Finally, Q2 value is assessed to ensure the predictive relevance of the structural model, designed to evaluate
the data points of items in a reflective measurement model (Hair et al., 2016). The threshold for predictive
relevance should be Q2 > 0. The Q2 values for job satisfaction and turnover intention are 0.571 and 0.268,
respectively. These values confirm the predictive relevance of our model. The overall model fitness is
assessed and presented by Table 7 below.
(Insert Table 7 here)

(Insert Figure 1: Measurement Model here)

5. Discussion
The current research also confirms that leadership indirectly influences employee turnover through job
satisfaction variables. Turnover intention correlates directly with job satisfaction while correlates indirectly
with resonant leadership. The recognition of job satisfaction as a mediator in the relationship between
resonant leadership and turnover intention indicates the management team and HR department to develop
appropriate strategies to enhance job satisfaction which can increase talent retention in the organization and
save loads of money and time.
The trade logistics industry, which works round the clock and is subject to various countries' rules and
regulations, often tests people's capabilities. One single mistake may lead to losses to the company and
clients and enormous unaccounted tensions if it leads to some legal complexities. Thus, people in logistics
firms have to be attentive, continuously learn about the changing rules and regulations, monitor trade routes
and find solutions to clients' logistics requirements. This uncertainty and dynamism, coupled with

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employees' social requirements, often create a stressful situation, job burnout, or an emotional roller coaster
for team members and managers. Resonant leadership empowers managers to control their emotions and
manage and channel others' emotions to attain organizational goals. Thus, the HR team can develop
activities or training sessions to encourage leaders or managers to embrace this emotional quotient. This can
improve the job satisfaction of employees, which in turn can reduce their intention to leave. After all,
"Employees do not leave the jobs; they leave managers."
Apart from enhancing employee EQ, the HR team should pay attention to all the antecedents of higher job
satisfaction. They should work on the right blend of pay, promotion, recognition, or other factors affecting
employee job satisfaction. Training and proper physical environment can be other factors that can enhance
employee satisfaction or increase diversity in a team. Providing employees with constructive feedback and
suggestions for improving their performance also increases job satisfaction and reduces employee turnover.

6 Managerial Implications
The current period, characterized by turbulence on account of the breakout of the pandemic, technological
disruption, or political tension, has created challenges for individuals in the form of burnout and emotional
exhaustion, which in turn, posed challenges for organizations across the globe. "Great Resignation" is one
such outcome of such turbulence that has only added to the problem of organizations already facing talent
shortages.
The study suggests a model for an organization to counter voluntary turnover and enhance employee
retention. The results confirm the role of positive leadership in enhancing job satisfaction and decreasing
employee turnover intention. The study's results suggest that organizations should strive for an environment
that encourages managers to adopt a resonant leadership style to manage employees or team members. This
study manifests the founding of previous studies, which suggest that a positive leadership style based on
emotional intelligence helps leaders understand and control followers' emotions and channel them to achieve
organizational goals. Further, an organization should focus on all the factors impacting the job satisfaction
of the employees and accordingly strive to enhance job satisfaction, as job satisfaction directly and adversely
impact turnover intention and mediates the relationship between leadership style and turnover intention.

7 Limitations and Future Research

Our study has certain limitations, which pave the way for future research. First, we consider only leadership
and job satisfaction as antecedents of employee turnover intention in Logistic companies. Future researchers
could consider other antecedents of turnover intention, viz. organizational commitment, role ambiguity,
work-life balance etc. Second, we consider only resonant leadership as a leadership style. Future studies
could examine other forms of leadership styles along with the multi-dimensional scale of Job Satisfaction to
understand how leadership behavior impacts different dimensions of Job Satisfaction and their impact on

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turnover intention. Furthermore, the model should be tested in other cultural settings to improve its
generalizability.

8. Acknowledgment
We hereby declare that this research received no grant from any public, private, or not-for-profit
organization. The authors are thankful to Prof. Greta G. Cummings & Prof Gert Roodt for permitting us to
use the instrument for measuring Resonant Leadership and Turnover Intention, respectively. Further, the
authors would like to thank the respondents for their assistance and cooperation in data gathering.

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Figure 1: The Measurement Model

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TABLES

Table 1: Demographic profile of Respondents

Table 1: Demographics of Respondent

Variables Frequency Percentage (%)

Gender Female 43 26.5%

Male 129 73.5%

Total 162

Age 21 to 35 Years 93 57%

35 to 50 Years 65 40%

Above 50 Years 4 2%

Total 162

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Table 2: Reliability and Validity Analysis

Outer loadings, AVE, and composite reliability measures

Outer Cronbach's Composite

Construct Items rho_A AVE
loadings alpha Reliability

RL RL1 <- RL 0.704 0.863 0.867 0.898 0.595

RL2 <- RL 0.738
RL3 <- RL 0.791
RL4 <- RL 0.84
RL5 <- RL 0.74
RL6 <- RL 0.808
JS JS1 <- JS 0.766 0.813 0.819 0.87 0.573
JS2 <- JS 0.803
JS4 <- JS 0.712
JS5 <- JS 0.717
JS6 <- JS 0.782
TI TI1 <- TI 0.758 0.804 0.837 0.857 0.503
TI2 <- TI 0.595
TI3 <- TI 0.767
TI4 <- TI 0.634
TI5 <- TI 0.797
TI6 <- TI 0.678

Abbreviations: - RL: Resonant Leadership; JS: Job Satisfaction; TI: Turnover Intention

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Table 3: Discriminant Validity Analysis

TABLE 3.1: Fornell–Larcker criterion for Discriminant validity.

RL JS TI
RL 0.771
JS 0.759 0.757
TI -0.533 -0.508 0.709
Note: Diagonal elements are the square root of AVEs. Off diagonal elements are inter-construct
correlations; RL: Resonant Leadership; JS: Job Satisfaction; TI: turnover intention.

Table 3.2: Discriminant validity - Heterotrait - Monotrait ratio (HTMT)

RL JS TI

RL

JS 0.898

TI 0.589 0.597
Abbreviations: - RL: Resonant Leadership; JS: Job Satisfaction; TI: Turnover Intention

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Table 4: Collinearity Analysis

Table 4: Collinearity Assessment (inner VIF Values)

JS1 1.61
JS2 1.789
JS4 1.512
JS5 1.501
JS6 1.698
RL1 1.537
RL2 1.652
RL3 1.927
RL4 2.345
RL5 1.61
RL6 2.031
TI1 1.465
TI2 1.249
TI3 1.849
TI4 1.456
TI5 1.449
TI6 1.490
Abbreviations: - RL: Resonant Leadership; JS: Job Satisfaction; TI: Turnover Intention

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Table 5: Hypotheses Testing

TABLE 5: Testing direct relationships

Beta Coefficient
Hypotheses (β) STDEV t-values p values Result

RL -> JS 0.759 0.042 17.861 0.000** Supported

RL -> TI -0.349 0.119 2.928 0.003** Supported

JS -> TI -0.243 0.120 2.026 0.043** Supported

Note: - RL: Resonant Leadership; JS: Job Satisfaction; TI: Turnover Intention; ** Significance at 5%

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Table 6: Mediation Analysis

TABLE 6: Mediation analysis

Total effect Direct effect Indirect effects

Coefficient t-value Coefficient t-value Hypotheses Coefficient t-value P values

RL -> TI -0.533 7.113 -0.349 2.928 RL -> JS -> TI -0.184 2.042 0.041
Note: - RL: Resonant Leadership; JS: Job Satisfaction; TI: Turnover Intention; ** Significance at 5%

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Table 7: Model Predictiveness

Table 7: Explanatory Power

Predictor(s) Outcome R Square f Square Q Square

RL 0.075
TI 0.310 0.268

JS 0.036

RL JS 0.575 1.355 0.571

Note: - RL: Resonant Leadership; JS: Job Satisfaction; TI: Turnover Intention

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