PENGARUH KEPEMIMPINAN TRANSFORMASIONAL DAN PERSEPSI DUKUNGAN ORGANISASI TERHADAP RETENSI KARYAWAN DENGAN KEPUASAN KERJA SEBAGAI VARIABEL MEDIASI PADA GENERASI Z DAN MILENIAL

Muhammad Syukri Nasrul; Osly  Usman

doi:10.34127/jrlab.v15i2.2385

Authors

Muhammad Syukri Nasrul Universitas Negeri Jakarta
Osly Usman Universitas Negeri Jakarta

DOI:

https://doi.org/10.34127/jrlab.v15i2.2385

Keywords:

Transformational Leadership, Perceived Organizational Support, Job Satisfaction, Employee Retention, Generation Z, Millennials

Abstract

The high turnover rate among young employees has become a strategic challenge for many organizations. This study examines the effects of transformational leadership and perceived organizational support on employee retention among Generation Z and Millennial employees, with job satisfaction as a mediating variable. The study employed a post-positivist quantitative-causal paradigm, with data collected from 150 respondents across public sector (ASN), private, and state-owned enterprise (BUMN) sectors in Jabodetabek using a five-point Likert scale instrument, and analyzed through PLS-SEM (SmartPLS 4). The findings reveal that: (1) transformational leadership has a significant positive effect on job satisfaction (β=0.551) and employee retention (β=0.396); (2) perceived organizational support positively affects job satisfaction (β=0.300) and employee retention (β=0.168); (3) job satisfaction positively affects employee retention (β=0.241); and (4) job satisfaction partially mediates the effects of transformational leadership (β=0.133; p=0.012) and perceived organizational support (β=0.072; p=0.041) on employee retention. These findings reinforce the integrative relevance of Social Exchange Theory, Self-Determination Theory, and Organizational Support Theory. Practically, organizations are recommended to strengthen transformational leadership competencies and design systematic organizational support programs as effective retention strategies for talented young employees.

References

Afsar, B., Shahjehan, A., & Shah, S. I. (2021). Linking transformational leadership with employee retention: The mediating roles of perceived organizational support and organizational commitment. Leadership & Organization Development Journal, 42(2), 344–358. https://doi.org/10.1108/LODJ-02-2020-0055

Al Draj, F., & Al Saed, R. (2023). Mediating role of employee empowerment for transformational leadership and job satisfaction. Problems and Perspectives in Management, 21(1), 59–68. https://doi.org/10.21511/ppm.21(1).2023.06

Al-Suraihi, W. A., Samikon, S. A., Al-Suraihi, A. H. A., & Ibrahim, I. (2021). Employee turnover: Causes, importance and retention strategies. European Journal of Business and Management Research, 6(3), 1–10. https://doi.org/10.24018/ejbmr.2021.6.3.893

Ali, M., Niu, X., & Rubel, M. R. B. (2024). The influence of transformational and transactional leadership on employee retention: Mediating role of employee engagement. Management Matters, 21(2), 164–190. https://doi.org/10.1108/MANM-03-2024-0022

Allen, N. J., & Meyer, J. P. (1990). The measurement and antecedents of affective, continuance and normative commitment to the organization. Journal of Occupational Psychology, 63(1), 1–18. https://doi.org/10.1111/j.2044-8325.1990.tb00506.x

Badan Pusat Statistik. (2023). Keadaan angkatan kerja di Indonesia Agustus 2023. https://www.bps.go.id/id/publication/2023/12/08/f8c567805aa8a6977bd4594a/keadaan-angkatan-kerja-di-indonesia-agustus-2023.html

Badan Pusat Statistik. (2024). Keadaan angkatan kerja di Indonesia Agustus 2024. https://www.bps.go.id/id/publication/2024/12/09/6f1fd1036968c8a28e4cfe26/keadaan-angkatan-kerja-di-indonesia-agustus-2024.html

Bai, Y. (2025). Transformation leadership with knowledge sharing and employee career growth: The role of self-efficacy and psychological capital. Frontiers in Psychology, 16, Article 1624245. https://doi.org/10.3389/fpsyg.2025.1624245

Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Sage.

Blau, P. M. (1964). Exchange and power in social life. New York, NY: John Wiley & Sons

Chang, W.-J. A., Wang, Y.-S., & Huang, T.-C. (2021). Work design–related antecedents of turnover intention: A multilevel approach. Human Resource Management, 52(1), 1–26. https://doi.org/10.1002/hrm.21515

Chen, C., Ding, X., & Li, J. (2022). Transformational leadership and employee job satisfaction: The mediating role of employee relations climate and the moderating role of subordinate gender. International Journal of Environmental Research and Public Health, 19(1), Article 233. https://doi.org/10.3390/ijerph19010233

Chi, H.-K., Tsai, H.-T., & Chang, P.-H. (2023). Moderating effects of monetary and non-monetary rewards between transformational leadership and leader-member exchange. Journal of Applied Business Research, 23(3), 47–56. https://doi.org/10.19030/jabr.v23i3.1396

Davaasuren, G., Zanabazar, A., Gantumur, E., & Baasanjav, E. (2024). Association between perceived organizational support, job satisfaction and turnover intention. European Journal of Business and Management, 16(3). https://doi.org/10.7176/EJBM/16-3-15

Deci, E. L., & Ryan, R. M. (1985). Intrinsic motivation and self-determination in human behavior. Plenum. https://doi.org/10.1007/978-1-4899-2271-7

Deloitte. (2024). 2024 Global Gen Z and Millennial Survey: Ready to walk. Eager to stay. Deloitte Touche Tohmatsu Limited. https://www.deloitte.com/global/en/issues/work/content/genzmillennialsurvey.html

Deloitte. (2025). 2025 Global Gen Z and Millennial Survey: Growth and the pursuit of money, meaning, and well-being. Deloitte Touche Tohmatsu Limited. https://www.deloitte.com/global/en/issues/work/content/genzmillennialsurvey.html

Dyerly, R. (2025). The myth of replaceability: Preparing for the loss of key employees. Society for Human Resource Management. https://www.shrm.org/executive-network/insights/myth-replaceability-preparing-loss-key-employees

Džambic, A., Hadziahmetovic, N., & Fountis, A. (2025). Linking leadership and retention: Emotional exhaustion and creativity as mechanisms in the information technology sector. Administrative Sciences, 15(8), Article 309. https://doi.org/10.3390/admsci15080309

Eisenberger, R., Huntington, R., Hutchison, S., & Sowa, D. (1986). Perceived organizational support. Journal of Applied Psychology, 71(3), 500–507. https://doi.org/10.1037/0021-9010.71.3.500

Eisenberger, R., Rhoades Shanock, L., & Wen, X. (2020). Perceived organizational support: Why caring about employees counts. Annual Review of Organizational Psychology and Organizational Behavior, 7, 101–124. https://doi.org/10.1146/annurev-orgpsych-012119-044917

Elshaer, I. A., Azazz, A. M. S., Kooli, C., Aljoghaiman, A., Elsawy, O., & Fayyad, S. (2025). Green transformational leadership’s impact on employee retention: Does job satisfaction and green support bridge the gap? Administrative Sciences, 15(5), Article 177. https://doi.org/10.3390/admsci15050177

Firmansyah, A., & Wahyuningtyas, R. (2025). Factors influencing the retention of generation Z: A systematic review. International Journal of Management and Business Research, 15(1), 1–18. https://ijmbr.srbiau.ac.ir/

Gabrielova, K., & Buchko, A. A. (2021). Here comes Generation Z: Millennials as managers. Business Horizons, 64(4), 489–499. https://doi.org/10.1016/j.bushor.2021.02.013

Gallup. (2019). This fixable problem costs U.S. businesses $1 trillion. https://www.gallup.com/workplace/247391/fixable-problem-costs-businesses-trillion.aspx

Gallup. (2022). State of the global workplace 2022 report. Gallup. https://www.gallup.com/workplace/398306/quiet-quitting-real.aspx

Gallup. (2024). State of the global workplace 2024 report. Gallup. https://www.ahtd.org/files/state-of-the-global-workplace-2024-key-insights.pdf

Griffeth, R. W., & Hom, P. W. (2001). Retaining valued employees. Sage.

Hair, J. F., Hult, G. T. M., Ringle, C. M., & Sarstedt, M. (2022). A primer on partial least squares structural equation modeling (PLS-SEM) (3rd ed.). Sage.

Hngoi, C. L., Keong, C. C., & Bujang, S. (2024). The role of perceived organizational support in shaping employee well-being and retention: Evidence from Malaysian organisations. International Journal of Human Resource Studies, 14(2), 88–107. https://doi.org/10.5296/ijhrs.v14i2.21847

Jiatong, W., Wang, Z., Moreira Ramirez, J. G., Alam, M., Ndjana, H. G., & Akhtar, Z. (2022). The influence of transformational leadership on physician well-being and performance: Mediating role of psychological safety climate. Frontiers in Public Health, 10, Article 832582. https://doi.org/10.3389/fpubh.2022.832582

Khalid, S., & Nawab, S. (2018). Employee participation and employee retention in view of compensation. SAGE Open, 8(4), 1–17. https://doi.org/10.1177/2158244018810393

Krishna, C., Upadhyay, R. K., Ansari, K. R., & Babu, V. (2022). Transformational leadership and employee retention: A moderated mediation model of intrinsic motivation and perceived organisational support. International Journal of Learning and Intellectual Capital, 19(2), 135–153. https://doi.org/10.1504/IJLIC.2022.123736

Lestari, D., & Utami, K. S. (2024). Pengaruh budaya organisasi yang positif terhadap retensi karyawan di UMKM Bakpia Lanank Jogja. Inisiatif: Jurnal Ekonomi, Akuntansi dan Manajemen, 3(3), 358–365. https://doi.org/10.30640/inisiatif.v3i3.2782

Maan, A. T., Abid, G., Butt, T. H., Ashfaq, F., & Ahmed, S. (2020). Perceived organizational support and job satisfaction: A moderated mediation model of proactive personality and psychological empowerment. Future Business Journal, 6(1), 1–10. https://doi.org/10.1186/s43093-020-00027-8

Naini, N. F., & Riyanto, S. (2023). The influence of perceived organizational support and work-life balance on turnover intention through job satisfaction. International Journal of Islamic Business and Management Review, 3(2), 183–193. https://doi.org/10.54099/ijibmr.v3i2.814

Nielsen, M. B., Hetland, J., Harris, A., Notelaers, G., Gjerstad, J., & Einarsen, S. V. (2022). The impact of follower leadership position on transformational leadership as moderator of the association between work-related ambiguity and job satisfaction. Frontiers in Psychology, 13, Article 970887. https://doi.org/10.3389/fpsyg.2022.970887

Oubibi, M., Fute, A., Xiao, W., Sun, B., & Zhou, Y. (2022). Perceived organizational support and career satisfaction among university students during COVID-19: The mediation effects of job satisfaction and academic performance. Sustainability, 14(2), Article 744.https://doi.org/10.3390/su14020744

Pithaloka, D. A., & Ardiyanti, N. (2024). The effect of perceived organizational support on intention to stay mediated by employee engagement and job satisfaction. Jurnal Aplikasi Manajemen, 22(2), 476–491. http://dx.doi.org/10.21776/ub.jam.2024.022.02.13

PricewaterhouseCoopers. (2023). PwC’s global workforce hopes and fears survey 2023. https://www.pwc.com/gx/en/news-room/press-releases/2023/pwc-global-workforce-hopes-and-fears-survey-2023.html

Qualtrics. (2024). Despite low retention scores, Gen Z are engaged at work. https://www.qualtrics.com/news/despite-low-retention-scores-gen-z-are-engaged-at-work/

Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698–714. https://doi.org/10.1037/0021-9010.87.4.698

Sabila, Z. N., Gumelar, G., & Akbar, Z. (2024). Sustainable workforce: Exploring employee engagement impact on perceived organizational support and employee retention. Philanthropy: Journal of Psychology, 8(1), 66. https://doi.org/10.26623/philanthropy.v8i1.9008

Silitonga, P. E. S., Widodo, W., & Ali, H. (2022). The relationship of transformational leadership, organizational commitment, and employee performance: Mediating role of job satisfaction. Linguistics and Culture Review, 5(S1), 698–712. https://doi.org/10.21744/lingcure.v5nS1.1461

Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences. Sage.

Teetzen, F., Bürkner, P.-C., Gregersen, S., & Vincent-Höper, S. (2022). The mediating effects of work characteristics on the relationship between transformational leadership and employee well-being: A meta-analytic investigation. International Journal of Environmental Research and Public Health, 19(5), Article 3133. https://doi.org/10.3390/ijerph19053133

Tian, H., Iqbal, S., Akhtar, S., Qalati, S. A., Anwar, F., & Khan, M. A. S. (2020). The impact of transformational leadership on employee retention: Mediation and moderation through organizational citizenship behavior and communication. Frontiers in Psychology, 11, Article 314. https://doi.org/10.3389/fpsyg.2020.00314

Weerakkody, I. P., Agarwal, N., & Perera, G. D. N. (2025). Impact of transformational leadership on job performance with job satisfaction as a mediator. Journal of Organizational Behavior Research, 10(2), 183–195. https://doi.org/10.51847/u5i1PzpVnm

Xiong, B., Wu, X., & Sui, Q. (2023). The impact of transformational leadership on the turnover intention of the new generation of knowledgeable employees: A moderated mediation model. Frontiers in Psychology, 13. https://doi.org/10.3389/fpsyg.2022.1090987

Xuecheng, W., Iqbal, Q., & Saina, C. (2022). Factors affecting work-life balance of Chinese employees: The mediating role of job burnout and job engagement. Frontiers in Psychology, 13, Article 847116. https://doi.org/10.3389/fpsyg.2022.847116

Zhang, G., & Wang, Y. (2025). Empowerment or burden? The impact of empowering leadership on Generation Z knowledge workers retention willingness. Frontiers in Psychology, 16, Article 1706788. https://doi.org/10.3389/fpsyg.2025.1706788