369 American Journal of Economic and Management Business p-ISSN: XXXX-XXXX e-ISSN: 2835-5199 Vol. 3 No. 11 November 2024 The Influence of Leadership Style and Job Satisfaction on Turnover Intention Among Teachers and Employees at the Tarakanita Foundation, Lahat Regional Office Welly Hadi Nugroho Seran1*, Zunaidah2, Mu'izzuddin3, Shelfi Malinda4 Universitas Sriwijaya, Indonesia1,2,3 Emails: wellymm53@gmail.com, zunaidah@unsri.ac.id, muizzudin@unsri.ac.id, shelfimalinda@unsri.ac.id Abstract Organizations today are engaged in a competitive "war for talent," striving to find, select, and develop highly skilled individuals capable of achieving organizational goals. Job satisfaction significantly influences employee performance, while leadership style plays a critical role in the effective allocation of resources. However, dissatisfaction in the workplace can lead to employees contemplating resignation, commonly referred to as turnover intention. Understanding turnover intention provides organizations with an opportunity to address concerns before employees leave. This study aimed to explore the effects of job satisfaction and leadership style on the turnover intentions of instructors and staff members at the Tarakanita Foundation, Lahat Regional Office. Using a quantitative approach, data were collected through questionnaires distributed to 94 respondents, capturing insights on the variables of interest. The results revealed that job satisfaction negatively impacts turnover intention, indicating that higher job satisfaction reduces the likelihood of employees considering leaving the organization. Similarly, leadership style was found to have a strong negative effect on turnover intention, emphasizing the importance of effective leadership in retaining staff. These findings suggest that both leadership style and job satisfaction are key factors influencing employees' decisions to stay with or leave the organization. Keywords: Job Satisfaction, Leadership Style, Turnover Intention INTRODUCTION In July 2002, the Carolus Borromeus organization and the Tarakanita Foundation merged to form the Congregation of Sisters of Charity Carolus Borromeus, which manages the educational institution Yayasan Tarakanita Wilayah Lahat. The institution oversees early childhood, primary, and secondary education levels, including kindergarten, elementary school, junior high school, and Santo Yosef High School (El- Kogali & Krafft, 2019). The Tarakanita Foundation has consistently worked to enhance the quality of its services, particularly in education, by focusing on character development and technology-based learning innovations. This effort aligns with its mission to contribute to nation-building through education. Technological excellence is a hallmark of the institution, supported by key performance indicators (KPIs) for both teachers and students American Journal of Economic and Management Business Vol. 3 No. 11 November 2024 370 (Aithal & Aithal, 2023). A notable achievement highlighting this focus is the silver medal won by its students in the Indonesian Youth STEAM Challenge (IYSC) 2024 High School Submarine Torpedo Challenge in Bandung. A unique feature of the Tarakanita Foundation’s educational approach is the Tarakanita Character Education (PKT) curriculum. This curriculum emphasizes core virtues such as honesty, discipline, and 〖 Cc5〗^+ values (Compassion, Celebration, Competence, Conviction, Creativity, and Community), fostering holistic character development among students. The foundation recognizes that delivering high- quality education requires a team of capable and well-rounded human resources (HR). However, in today’s competitive labor market, often referred to as the "war for talent," organizations face significant challenges in attracting, developing, and retaining skilled professionals. Despite efforts to enhance employee competencies, the phenomenon of high employee turnover persists. Research has shown that turnover intention—a measure of an employee’s likelihood to leave an organization—is a critical predictor of actual turnover. This poses a serious challenge to organizational stability and performance. According to studies, turnover intentions are often influenced by various factors, including leadership style, organizational culture, and employee satisfaction (Lin & Huang, 2021). This study aims to explore the relationship between leadership style and turnover intention among instructors and staff at the Tarakanita Foundation Lahat Regional Office (Jae, 2024a). Leadership style, as a critical factor in employee retention, has been extensively studied in different contexts, but findings remain inconclusive. For instance, while transformational leadership has been linked to lower turnover intentions, other studies suggest that situational factors may moderate this effect (Eberly et al., 2017). This underscores the need for context-specific research, especially in educational institutions like Tarakanita, where mission-driven work intersects with modern HR challenges. The novelty of this research lies in its focus on leadership style within the specific cultural and organizational context of the Tarakanita Foundation Lahat Regional Office. Unlike previous studies that primarily examine corporate environments, this study addresses the underexplored dynamics of educational institutions (Do et al., 2022). By analyzing how leadership styles impact turnover intention, the study seeks to fill a gap in the literature and provide actionable insights for both theory and practice. The findings of this research are expected to offer several benefits. Theoretical Contributions: The study will contribute to advancing human resource management (HRM) theories by providing alternative perspectives to the existing research gap. It will also enhance understanding of leadership’s role in employee retention within educational settings. Practical Implications: The insights gained will help the Tarakanita Foundation design leadership development programs and retention strategies that align with its mission and the evolving demands of the workforce. This research highlights the urgency of addressing turnover intention through leadership interventions, particularly as organizations like the Tarakanita Foundation strive to balance their educational mission with modern HR challenges. RESEARCH METHODS Quantitative research methodologies were employed in this study to align with the research goals, ensuring a logical, systematic, objective, and evidence-based approach that adheres to scientific principles. These methods include structured data collection using research instruments, quantitative or statistical data analysis, and hypothesis testing to explore predefined variables within specific populations and samples. Welly Hadi Nugroho Seran, Zunaidah, Mu'izzuddin, Shelfi Malinda 371 This approach facilitates the examination of measurable patterns and relationships to address the research objectives effectively. The study was conducted at the Tarakanita Foundation Lahat Regional Office, located at Jalan Sekolah 13, Gunung Gajah Village, Lahat, South Sumatra. The population consists of teachers employed by the Tarakanita Foundation, overseeing four school units: TK, SD, SMP, and SMA Santo Yosef Lahat. A census or saturation sampling technique was applied to ensure comprehensive representation of the target population. Data sources included primary data collected through questionnaires distributed to the research sample and secondary data obtained from organizational records provided by the Tarakanita Foundation's Personnel Section in the Lahat Region. The questionnaire served as the primary data collection tool, enabling the systematic gathering of quantifiable information to address the research questions. While the quantitative approach ensures objectivity and replicability, it assumes that the respondents' answers accurately represent their experiences and attitudes. The reliance on self-reported data through questionnaires may introduce biases such as social desirability or response inaccuracies. Additionally, the study's scope is limited to the teachers at the Tarakanita Foundation Lahat Regional Office, which may restrict the generalizability of findings to other contexts or populations. RESULT AND DISCUSSION Instrument Test Table 1. Instrument Validity Test Results Item No. 𝐫𝐡𝐢𝐭𝐮𝐧𝐠 𝐫𝐭𝐚𝐛𝐞𝐥 𝟓% (𝟗𝟒) Description Variable Job Satisfaction (X1) 1 0,502 0,200 Valid 2 0,447 0,200 Valid 3 0,767 0,200 Valid 4 0,777 0,200 Valid 5 0,637 0,200 Valid 6 0,652 0,200 Valid 7 0,837 0,200 Valid 8 0,781 0,200 Valid 9 0,803 0,200 Valid 10 0,617 0,200 Valid 11 0,686 0,200 Valid 12 0,676 0,200 Valid Variable Job Satisfaction (X2) 1 0,537 0,200 Valid 2 0,568 0,200 Valid 3 0,442 0,200 Valid 4 0,580 0,200 Valid 5 0,687 0,200 Valid 6 0,515 0,200 Valid 7 0,710 0,200 Valid 8 0,750 0,200 Valid 9 0,741 0,200 Valid 10 0,761 0,200 Valid American Journal of Economic and Management Business Vol. 3 No. 11 November 2024 372 11 0,525 0,200 Valid 12 0,716 0,200 Valid 13 0,604 0,200 Valid 14 0,471 0,200 Valid 15 0,630 0,200 Valid Turnover Intention Variable 1 0,366 0,200 Valid 2 0,757 0,200 Valid 3 0,767 0,200 Valid 4 0,660 0,200 Valid 5 0,763 0,200 Valid 6 0,706 0,200 Valid 7 0,755 0,200 Valid 8 0,520 0,200 Valid 9 0,324 0,200 Valid 10 0,592 0,200 Valid 11 0,766 0,200 Valid 12 0,816 0,200 Valid 13 0,826 0,200 Valid 14 0,782 0,200 Valid Source: Results of Questionnaire Data Analysis Using the IBM SPSS Statistics 25 Program The pearson correlation value (r_hitung) of every questionnaire item is higher than r_table (0.200), and the significance value (Sig.) is less than the alpha value of 0.05, according to the data output in Table 1. Consequently, it can be said that every item in this research tool is legitimate and suitable for use as a research tool. Reliability Test Table 2. Reliability Test Results Variables 𝐫𝐡𝐢𝐭𝐮𝐧𝐠 𝐫𝐭𝐚𝐛𝐞𝐥𝟓% (𝟗𝟒) Description X1 0,898 0,200 Reliable X2 0,892 0,200 Reliable Y 0,914 0,200 Reliable Source: Results of Questionnaire Data Analysis Using the IBM SPSS Statistics 25 Program The reliability coefficient values of instruments X_1, X_2, and Y are 0.898, 0.892, and 0.914, respectively, according to the data from the reliability test results. These values are higher than r_table (0.200). This information leads to the conclusion that all of the research instrument's items are trustworthy or consistent, allowing for their use as research tools. Welly Hadi Nugroho Seran, Zunaidah, Mu'izzuddin, Shelfi Malinda 373 Classical Assumption Test Table 3. Normatiltas Test Results Source: Results of Questionnaire Data Analysis Using the IBM SPSS Statistics 25 Program From this data it is known that the significance value is 0.200> 0.05, so it can be concluded that the data on leadership style, job satisfaction, and turnover intention are normally distributed. Furthermore, Santoso (2023: 473) states that if the data plot (represented by a dot) remains within a straight line, the regression model is considered to be normally distributed. The following IBM SPSS Statistics 25 output demonstrates that the regression model satisfies the assumption of normality or that the model's residuals can be regarded as regularly distributed. Figure 1. Data Plots that Show Normally Distributed Data Source: Results of Questionnaire Data Analysis Using the IBM SPSS Statistics 25 Program One-Sample Kolmogorov-Smirnov Test Unstandardized Residual N 94 Normal Parametersa,b Mean .0000000 Std. Deviation 6.68989360 Most Extreme Differences Absolute .078 Positive .051 Negative -.078 Test Statistic .078 Asymp. Sig. (2-tailed) .200c,d a. Test distribution is Normal. American Journal of Economic and Management Business Vol. 3 No. 11 November 2024 374 Heteroscedasticity Test Table 4. Heteroscedasticity Test Results Correlations Leadership Style Job Satisfacti on Unstandardized Residual Spearman's rho Leadership Style Correlation Coefficient 1.000 .653** .001 Sig. (2-tailed) . .000 .996 N 94 94 94 Job Satisfaction Correlation Coefficient .653** 1.000 -.014 Sig. (2-tailed) .000 . .892 N 94 94 94 Unstandardized Residual Correlation Coefficient .001 -.014 1.000 Sig. (2-tailed) .996 .892 . N 94 94 94 **. Correlation is significant at the 0.01 level (2-tailed). Source: Results of Questionnaire Data Analysis Using the IBM SPSS Statistics 25 Program Based on the data in table 4.12, the probability value (Sig.) of the leadership style variable (X1) is 0.996> 0.05 and job satisfaction (X2) is 0.892> 0.05. Thus it can be concluded that there are no symptoms of heteroscedasticity, because the significance value obtained is greater than 0.05. To see whether or not there are symptoms of heteroscedasticity, it can also be done by looking at the scatter plot output of the IBM SPSS Statistics 25 program as shown below. Scatterplot Output Data that Shows No Symptoms of Heteroscedasticity Source: Results of Questionnaire Data Analysis Using the IBM SPSS Statistics 25 Program Welly Hadi Nugroho Seran, Zunaidah, Mu'izzuddin, Shelfi Malinda 375 Multicollinearity Test Table 5. Multicollinearity Test Results Model Collinearity Statistics Tolerance VIF 1 (Constant) Leadership Style .581 1.721 Job Satisfaction .581 1.721 a. Dependent Variable: Turnover Intention Source: Results of Questionnaire Data Analysis Using the IBM SPSS Statistics 25 Program The SPSS 25 result table indicates that the tolerance value (0.581) > 0.100 and the VIF value (1.721) < 10. This demonstrates the absence of multicollinearity, which in this instance does not apply to the link between the variables of work satisfaction (X2) and leadership style (X1). Hypothesis Test Partial Test (t-test) According to Sugiyono (2021), the t-test is a temporary answer to the problem formulation, which states the relationship between two or more variables. The hypothesis testing design is used to determine the correlation of the two variables studied. The t-test will show how much the independent variable's influence is partially on the dependent variable. Decision-making is done by looking at the significance value in the following coefficients table. Table 6. Partial t-test results Source: Results of Questionnaire Data Analysis Using the IBM SPSS Statistics 25 Program Based on the data in Table 6, conclusions regarding the extent to which the independent variables partially influence the dependent variable are drawn in two ways: a. Comparing the Sig. value of the calculated t with the value of α = 0.05 The basis for testing regression results is carried out with a confidence level of 95% or with a significance level of 5% (α = 0.05). The criteria for the t-test, according to Ghozali (2017), are as follows: 1) If the significance value of the t-test> 0.05, then H_0 is accepted, and H_a is rejected. That is, there is no influence between the independent variable and the dependent variable. 2) If the significance value of the t-test <0.05, then H_0 is rejected, and H_a is accepted. That is, there is an influence between the independent variable and the dependent variable. Coefficients Model Unstandardized Coefficients Standardized Coefficients t Sig. Collinearity Statistics B Std. Error Beta Tole rance VIF 1 (Constant) 81.226 5.137 15.813 .000 Leadership Style -.410 .116 -.359 -3.526 .001 .581 1.721 Job Satisfaction -.398 .106 -.383 -3.763 .000 .581 1.721 a. Dependent Variable: Turnover Intention American Journal of Economic and Management Business Vol. 3 No. 11 November 2024 376 Based on the t value in the Coefficients table, the effect of leadership style variables (X1) and job satisfaction (X2) on turnover intention (Y) is as follows: 1) The significance value of t (0.001) <0.05, then H_0 is rejected, and H_a is accepted. That is, the leadership style variable (X1) influences the turnover intention variable (Y). 2) The significance value of t (0.000) <0.05, then H_0 is rejected, and H_a is accepted. That is, job satisfaction variables (X2) have an effect on turnover intention (Y). b. Comparing the effect of leadership style and job satisfaction variables with t_count and t_table through the partial t-test curve. Before looking at the partial t-test curve, first look for the t_table value with the formula t_table = (α/2; n-k-1) so that the t-table value becomes (0.05/2: 94-2-1) = (0.025: 91) = 1.990. Previously, it was known that the t_count value for the leadership style variable (X1) was -3.526 and the job satisfaction variable (X2) was -3.763; because the t value of the variable was negative, the effect of the independent variable on the dependent variable was analyzed through the partial t test curve as follows. Figure 3. t Test Curve of the Effect of Leadership Style Variables and Job Satisfaction on Turnover Intention Based on the curve, it can be concluded that: 1. The leadership style variable (X1) has a negative effect on the turnover intention variable (Y). 2. The job satisfaction variable (X2) has a negative effect on turnover intention (Y). Based on these results, the conclusions (a) and (b) do not contradict each other, meaning that seen from the comparison of the significance value in t count with α = 0.05 or through the comparison of the value of t count with t table through the partial t test curve analysis, the conclusion is the same. Model Feasibility Test Table 7. Anova Test Results ANOVAa Model Sum of Squares df Mean Square F Sig. 1 Regression 3445.096 2 1722.548 37.661 .000b Residuals 4162.185 91 45.738 Welly Hadi Nugroho Seran, Zunaidah, Mu'izzuddin, Shelfi Malinda 377 ANOVAa Model Sum of Squares df Mean Square F Sig. Total 7607.281 93 a. Dependent Variable: Turnover Intention b. Predictors: (Constant), Job Satisfaction, Leadership Style Source: Results of Questionnaire Data Analysis Using the IBM SPSS Statistics 25 Program The model is considered to match the observation data or the independent variable may explain the dependent variable if the Sig. value is less than α (0.05). Since the calculated F value is 37.661> F table 3.09 and the Sig. value in the table is 0.000 <0.05, it can be said that work satisfaction (X2) and leadership style (X1) both have an impact on turnover intention (Y) at the same time. Multiple Linear Regression Analysis Y= a + 𝐁𝟏 𝐗𝟏+ 𝐁𝟐 𝐗𝟐 + e Description: Y : Turnover intention X1 : Leadership style X2 : Job satisfaction a : Constant B1,B2 : Regression coefficient e : Standard error To ascertain the extent to which the independent factors (work satisfaction and leadership style) concurrently influence the dependent variable (turnover intention), multiple linear regression analysis is used. SPSS 25 will be used to analyze the data for this study, and the results are displayed in the table below. Table 8. Multiple Linear Regression Analysis Results Coefficients Source: Results of Questionnaire Data Analysis Using the IBM SPSS Statistics 25 Program The SPSS 25 output data is then entered into the following equation: Y = a + B1 X1+ B2 X2 + e Coefficientsa Model Unstandardized Coefficients Standardized Coefficients t Sig. Collinearity Statistics B Std. Error Beta Tole rance VIF 1 (Constant) 81.226 5.137 15.813 .000 Leadership Style -.410 .116 -.359 -3.526 .001 .581 1.721 Job Satisfaction -.398 .106 -.383 -3.763 .000 .581 1.721 a. Dependent Variable: Turnover Intention American Journal of Economic and Management Business Vol. 3 No. 11 November 2024 378 Y = 81,226 - 0,410 X1- 0,398 X2 + e The multiple linear regression equation can be explained as follows: 1. The constant value (a) has a positive value of 81.226. The positive sign means that it shows a unidirectional influence between the independent variable and the dependent variable. This shows that if the independent variable leadership style (X_1) and job satisfaction (X_2) is 0 or does not change, the turnover intention value is 81.226. 2. The regression coefficient value for the leadership style variable (X_1), which is -0.410. This value shows a negative influence (opposite direction) between the leadership style variable and turnover intention. This means that if the leadership style has increased by 1, the turnover intention value will decrease by 0.410, assuming that the other independent variables are considered constant. 3. The regression coefficient value for the job satisfaction variable (X_2), which is -0.398. This value indicates a negative effect (opposite direction) between the job satisfaction variable and turnover intention. This means that if the job satisfaction variable increases by 1, the turnover intention value will decrease by 0.398 with the assumption that the other independent variables are considered constant. Correlation Coefficient (r) and Determination Analysis (𝑹𝟐) Table 9. R Square Results Model Summaryb Model R R Square Adjusted R Square Std. Error of the Estimate Durbin- Watson 1 .673a .453 .441 6.763009 1.583 a. Predictors: (Constant), Job Satisfaction, Leadership Style b. Dependent Variable: Turnover Intention Based on the data in the table, it can be seen that the Adjusted R Square value is 0.441. This shows that the percentage contribution of the influence of the independent variables (X_1 and X_2) on the dependent variable (Y) is 0.441 or 44.1%. Thus it can be concluded that the independent variables used in the model (leadership style and job satisfaction) are able to explain the percentage of the relationship between leadership style and job satisfaction on the dependent variable (turnover intention) by 44.1%, while 55.9% is influenced or explained by other variables not observed in this study. This means that turnover intention in teachers and employees of the Tarakanita Foundation in the Lahat Region, apart from being caused by leadership style and job satisfaction factors, is also influenced by other things that are not examined in this study, such as personality, employee attachment to work, emotional intelligence, job burnout, organizational commitment, workload, and other job opportunities. Effect of Leadership Style on Turnover Intention Teachers and staff at the Tarakanita Foundation Lahat Regional Office have a negative and significant impact on their intention to leave their jobs due to job satisfaction. The significant value of t (0.001) <0.05 indicates this, hence Ha is accepted while Ho is rejected. In other words, there is a relationship between turnover intention and leadership style factors. Additionally, it is known that the leadership style variable's t value is -3.526 and its t table is 1.990. It is established from the partial t-test curve analysis that a negative t value means that there is a negative link between turnover intention and leadership style. In other words, the more effective the leadership style, the less likely the instructors and staff at Yayasan Tarakanita Wiyalah Lahat will want to leave. Welly Hadi Nugroho Seran, Zunaidah, Mu'izzuddin, Shelfi Malinda 379 The result of the Adjusted R Square test is 0.441. This indicates that the independent variable's influence on the dependent variable is 44.1%, falling into the category of moderately important variables. This indicates that the independent variables in the model can account for 44.1% of the percentage of the relationship between job satisfaction and leadership style on the dependent variable (turnover intention), while other variables not included in the model, such as personality, organizational commitment, emotional intelligence, employee attachment to work, job fatigue, workload, and other job opportunities, influence or account for 55.9% of the relationship (Aditia, 2021). Based on the analysis of the frequency distribution table of respondents' responses on leadership style (X1), it can be seen that the leadership style at the Tarakanita Foundation Lahat Regional Office is in a good category, with the prominent leadership styles being directive and achievement orientation. Therefore, based on the Path-Goal Theory, which is the basis for determining the dimensions of leadership style in this research, it provides several recommendations: (1) leaders can apply a directive leadership style when tasks are complex, ambiguous, and stressful; (2) leaders can apply a supportive leadership style when structured tasks are getting boring, (3) leaders can apply a participative leadership style when subordinates need control, and (5) leaders can apply an achievement-oriented leadership style when subordinates need to excel in their duties. Overall, the results showed that leadership style has a negative influence on turnover intention among teachers and employees of Yayasan Tarakanita Wilayah Lahat. This implies that if the leadership style applied is appropriate, the turnover intention of teachers and employees of the Tarakanita Foundation in the Lahat Region will decrease. The appropriate leadership style is able to make employees feel comfortable at work, and if this leadership style can be maintained properly, it will have implications for reducing turnover intention (Belete, 2018). The results of this study are also in line with previous research conducted by Smama'h et. al (2023), Tshwane et. al (2023), Florida and Widayati (2021), Suhakim and Badrinath (2021), Komariah, Sukmawati, and Kuswanto (2021), Kerdngern and Thanitbenjasith (2017), Dhananjaya (2018), and Paripurna et. al (2017) which show the same results that leadership style has a negative effect on turnover intention. The Effect of Job Satisfaction on Turnover Intention Job satisfaction has a negative and significant effect on turnover intention in teachers and employees at the Tarakanita Foundation Lahat Regional Office (Jae, 2024b). This can be seen from the significance value of t (0.000) <0.05, so Ho is rejected and Ha is accepted. That is, there is an influence between job satisfaction variables and turnover intention. It is also known that the t value for the job satisfaction variable is -3.763 and t table 1.990. Based on the analysis using the partial t-test curve, it is known that the negative value of t indicates that the direction of the relationship between job satisfaction and turnover intention is negative. That is, the higher the job satisfaction, the lower the turnover intention of teachers and employees at Yayasan Tarakanita Wilayah Lahat. The result of the Adjusted R Square test is 0.441. This indicates that the independent variable's influence on the dependent variable is 44.1%, falling into the category of moderately important variables. This indicates that the percentage of the relationship between leadership style and job satisfaction on the dependent variable (turnover intention) can be explained by variation in the independent variables used in the model by 44.1%, whereas other variables not included in the model, such as personality, employee attachment to work, emotional intelligence, work fatigue, organizational commitment, workload, and other job opportunities, influence or explain 55.1% of the relationship (Aditia, 2021). Based on the analysis of the frequency distribution table of respondents' responses on job satisfaction (X2), the Tarakanita Foundation Lahat Regional Office is in a good category, with the dimensions of the American Journal of Economic and Management Business Vol. 3 No. 11 November 2024 380 job itself and coworkers having the highest percentage, which is 86.00%. Referring to opinion Robbins and Judge (2018) say that the two dimensions that must be considered when a company or organization wants to reduce the probability of employee turnover (turnover) are the unity of workers with the job itself and coworkers, especially in a collective culture. The results of this study indicate that in these two dimensions get a high enough score so that the possibility of employee turnover caused by job satisfaction can be minimized. Overall, the findings indicated that teachers' and staff members' intentions to leave the Tarakanita Foundation Lahat Region are negatively impacted by job satisfaction. This suggests that teachers and staff members of the Tarakanita Foundation in the Lahat Region will be less likely to leave their jobs if they are happy in their current positions. Low turnover intention is correlated with high employee job satisfaction, and vice versa (Alam & Asim, 2019). The results of this study are also in line with previous research conducted by Maharani and Tamara (2024), Fitriyah (2023), Merdiani (2023), Siew (2022), Ghasempur, et. al. (2021), Suhakim and Badrinath (2021), Margaretha and Riana (2020), Ningsih and Putra (2020), Ratnaningsih (2021) which show that the higher the employee job satisfaction, the lower the turnover intention. CONCLUSION Based on the findings and data analysis presented in the previous chapter, it can be concluded that leadership style has a negative and significant impact on turnover intention, while job satisfaction also demonstrates a negative and significant influence on turnover intention. Educational organizations can leverage these findings by fostering leadership styles that promote inclusivity, transparency, and employee engagement to reduce turnover rates. Additionally, prioritizing initiatives that enhance job satisfaction, such as providing professional development opportunities, recognizing employee achievements, and ensuring a supportive work environment, can further mitigate turnover intention. To build on these findings, future research could explore the role of organizational culture as a moderating variable between leadership style, job satisfaction, and turnover intention. It would also be beneficial to examine these relationships across different types of educational institutions, such as schools, colleges, and universities, to identify sector-specific strategies for reducing turnover intention. Furthermore, longitudinal studies could provide deeper insights into how changes in leadership styles and job satisfaction influence turnover over time. BIBLIOGRAPHY Aditia, R. (2021). Leadership Style And Communication Patterns Of Islamic Foundation Leader In Managing Organizations (Case Study At Tahfidz Abdurrahman Al-Fatih Bengkulu City). QAULAN: Journal of Islamic Communication, 2(1). Aithal, P. S., & Aithal, S. (2023). Key performance indicators (KPI) for researchers at different levels & strategies to achieve it. International Journal of Management, Technology, and Social Sciences (IJMTS), 8(3), 294–325. Alam, A., & Asim, M. (2019). Relationship between job satisfaction and turnover intention. International Journal of Human Resource Studies, 9(2), 163. Belete, A. K. (2018). Turnover intention influencing factors of employees: An empirical work review. Journal of Entrepreneurship & Organization Management, 7(3), 1–7. Welly Hadi Nugroho Seran, Zunaidah, Mu'izzuddin, Shelfi Malinda 381 Dhananjaya, I. B. G. W., & Dewi, I. G. A. M. (2018). Pengaruh Kompensasi Finansial, Budaya Organisasi Dan Kepemimpinan Terhadap Turnover Intention Karyawan Koperasi Asadana Semesta Denpasar. E- Jurnal Manajemen Universitas Udayana, 8(3), 1346. https://doi.org/10.24843/EJMUNUD.2019.v08.i03.p07 Do, H., Budhwar, P., Shipton, H., Nguyen, H.-D., & Nguyen, B. (2022). Building organizational resilience, innovation through resource-based management initiatives, organizational learning and environmental dynamism. Journal of Business Research, 141, 808–821. https://doi.org/10.1016/j.jbusres.2021.11.090 Eberly, M. B., Bluhm, D. J., Guarana, C., Avolio, B. J., & Hannah, S. T. (2017). Staying after the storm: How transformational leadership relates to follower turnover intentions in extreme contexts. Journal of Vocational Behavior, 102, 72–85. https://doi.org/10.1016/j.jvb.2017.07.004 El-Kogali, S. E. T., & Krafft, C. (2019). Expectations and aspirations: A new framework for education in the Middle East and North Africa. World Bank Publications. Jae, K. M. (2024a). Exploring Role Of Perceived Benefit And Brand Awareness On Purchase Intention Of Korean Electronic Products. Journal of Current Research in Business and Economics, 3(1), 195–245. Jae, K. M. (2024b). Exploring Role Of Perceived Benefit And Brand Awareness On Purchase Intention Of Korean Electronic Products. Journal of Current Research in Business and Economics, 3(1), 195–245. Jamira, A., Agustiningsih, N., & Febriani, Y. (2021). The Implementation Of Business Model Canvas (Bmc) To Improve Students’entrepreneurship Mindset. Dinasti International Journal of Education Management and Social Science, 2(3), 395–403. Kerdngern, N., & Thanitbenjasith, P. (2017). Influence of contemporary leadership on job satisfaction, organizational commitment, and turnover intention. International Journal of Engineering Business Management, 9. https://doi.org/10.1177/1847979017723173 Komariah, S., Sukmawati, A., & Kuswanto, S. (2021). Kepuasan Kerja Sebagai Variabel Mediator Antara Gaya Kepemimpinan Dan Turnover Intention: Studi Kasus Pada Hotel Di Bogor. Jurnal Aplikasi Bisnis Dan Manajemen. https://doi.org/10.17358/jabm.7.1.34 Latan, H., Noonan, R., & Matthews, L. (2017). Partial least squares path modeling. Partial Least Squares Path Modeling: Basic Concepts, Methodological Issues and Applications. Lin, C.-Y., & Huang, C.-K. (2021). Employee turnover intentions and job performance from a planned change: the effects of an organizational learning culture and job satisfaction. International Journal of Manpower, 42(3), 409–423. Maharani, A., & Tamara, D. (2024). The occupational stress and work-life balance on turnover intentions with job satisfaction as mediating. SA Journal of Human Resource Management, 22. https://doi.org/10.4102/sajhrm.v22i0.2369 Mahendra, I. M. P., & Suwandana, I. G. M. (2020). Job Satisfaction as a Mediating Variable Climate Organization to Influenced Turnover Intention. American Journal of Humanities and Social Sciences Research (AJHSSR), 1(7), 53–59. American Journal of Economic and Management Business Vol. 3 No. 11 November 2024 382 Ratnaningsih, D. S. (2021). Pengaruh Kepuasan Kerja, Stres Kerja, dan Komitmen Organisasional terhadap Turnover Intention. Jurnal Ilmu Manajemen, 9(3), 1267–1278. https://doi.org/10.26740/jim.v9n3.p1267-1278 Robbins, S. P., Judge, T. A., & Vohra, N. (2018). Organizational behavior 16e. Pearson. Smama’h, Y., Eshah, N. F., Al-Oweidat, I. A., Rayan, A., & Nashwan, A. J. (2023). The Impact of Leadership Styles of Nurse Managers on Nurses’ Motivation and Turnover Intention Among Jordanian Nurses. Journal of Healthcare Leadership, Volume 15, 19–29. https://doi.org/10.2147/JHL.S394601 Suhakim, A. I., & Badrianto, Y. (2021). Pengaruh Gaya Kepemimpinan Transformasional, Kepuasan Kerja dan Komitmen Organisasi Terhadap Turnover Intention. Jurnal Ekonomi Bisnis, Manajemen Dan Akuntansi (JEBMA), 1(2), 137–146. https://doi.org/10.47709/jebma.v1i2.995 Tshwane, G. S., Maleka, M. J., & Tladi, P. M. (2023). Investigating turnover intention in a financial organisation in Gauteng. SA Journal of Human Resource Management, 21. https://doi.org/10.4102/sajhrm.v21i0.2177 Copyright holders: Welly Hadi Nugroho Seran, Zunaidah, Mu'izzuddin, Shelfi Malinda (2024) First publication right: AJEMB - American Journal of Economic and Management Business