LEADERSHIP Styles and Organizational Climate as Drivers of Employee Retention among Banana Corporations in Sto. Tomas, Davao Del NORTE

Abstract

Retaining employees is essential for upholding organizational stability, cutting expenses associated with hiring new staff, and conserving institutional knowledge and experience. The purpose of this descriptive-correlational study was to determine which domain of leadership styles and organizational climate drives employee retention among the 344 employees of the banana corporations in Sto. Tomas, Davao del Norte. The researcher used the descriptive-correlational research design. Sets of adapted survey questionnaires were used in this study. Data were analyzed using descriptive and inferential statistics such as Pearson r and regression analysis. Results yielded that the level of leadership styles is very high, while the level of organizational climate is very high and the level of employee retention is also very high. In addition, transactional leadership, authoritative leadership, laissez-faire leadership, and organizational climate significantly correlate with employee retention. However, transformational leadership and employee retention do not significantly correlate with employee retention. Twenty-one percent of the variation in employee retention could be attributed to the combined influence of transactional leadership, authoritative leadership, laissez-faire leadership, and organizational climate.