THE EFFECT OF TRANSFORMATIONAL LEADERSHIP ON JOB SATISFACTION AND EMPLOYEE RETENTION IN TYPE C PRIVATE HOSPITALS IN BALI
Published:
2026-10-26Downloads
Abstract
Employee retention is a hospital management concern associated with employees' work experiences and relationships with their organizations. This study examines transformational leadership, job satisfaction, and employee retention in three Type C private hospitals in Bali. A quantitative cross-sectional design involved 100 employees purposively selected from a population of 465. The questionnaire comprised 39 items rated on a five-point Likert scale. The analysis covered descriptive statistics, internal consistency, and an examination of reported relationships between the variables. Mean scores for transformational leadership, job satisfaction, and retention were 3.79, 3.86, and 3.69, respectively. Individualized consideration, incentive fairness, and development opportunities warrant managerial attention. Job satisfaction was positively associated with retention in both the path model and regression outputs, with coefficients of 0.773 and 0.865, respectively, and p < 0.001. However, the direct leadership–retention relationship differed between outputs, preventing a consistent conclusion about the direct effect and mediation. The findings highlight the relevance of job satisfaction to employees' attitudes toward remaining with their organizations. Leadership development should be accompanied by concrete improvements in employees' work experiences. Interpretation is limited by the cross-sectional design, nonprobability sampling, and inconsistencies in the inferential outputs. The retention measure captures employee attitudes and intentions rather than longitudinally observed employment continuity.
Keywords:
Transformational Leadership Job Satisfaction Employee Retention Intention To Stay Private HospitalsReferences
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Copyright (c) 2026 Anak Agung Ngurah Mayun Trinanditya, Welly Surjono, Ayu Laili Rahmiyati, Kosasih, Rahardian Malik
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