The effects of inclusive leadership behaviour on the turnover intention of knowledge workers

Abstract

The knowledge-based economy has created circumstances where knowledge held by employees is an asset that a firm can use to create and sustain a competitive advantage. Despite this increased attention to knowledge and knowledge management, the retention of knowledge workers remains a challenge. Increasingly, employers are turning to inclusiveness to realise the best out of their knowledge workers. This research investigated the impact of inclusive leadership on the turnover intention of knowledge workers in South Africa. The researcher conducted 11 in-depth semi-structured interviews to explore how inclusive leadership behaviours, such as creating a supportive environment, promoting fairness, involving employees in decision-making, soliciting different perspectives and showing appreciation, influence employees’ sense of workgroup inclusion. Through a phenomenological study, it was found that inclusive work behaviours reduce the likelihood of turnover intention among knowledge workers. It was also found that showing appreciation and creating a perceived environment of support had the most impact on knowledge workers' turnover intention. The study provides insights into how these leadership behaviours can reduce turnover intention, thereby helping organisations retain valuable knowledge workers and maintain a competitive advantage.