Transformational Leadership as a Catalyst for Employee Retention in the Manufacturing Industry of Zimbabwe

This study seeks to develop a structured framework aimed at enhancing the effectiveness of Transformational Leadership as a mechanism for improving employee retention within Zimbabwe’s manufacturing industry, with particular emphasis on the bakery sector in the Harare Metropolitan Area. Adopting a quantitative research design, data were gathered through surveys administered to a representative cohort of bakery-sector employees, yielding a notably high response rate of 85 per cent. The analysis employed statistical techniques such as correlation, regression, and independent samples tests to interrogate the association between Transformational Leadership and workforce retention. The findings demonstrate a robust positive correlation between Transformational Leadership practices and the retention of employees, thereby highlighting the critical role of cultivating transformational competencies among managerial and supervisory staff in the bakery industry. The evidence indicates that such leadership significantly bolsters retention by fostering an inspiring and motivating workplace, engendering trust and respect, and articulating a compelling organisational vision. Building upon these insights, the study advances a comprehensive framework to strengthen the application of Transformational Leadership in promoting employee retention. This framework encompasses leadership development initiatives, systematic assessment and feedback mechanisms, programmes for cultural transformation, structured coaching and mentoring, recognition and reward strategies, enhanced organisational communication, succession planning and talent management processes, ongoing monitoring and evaluation, as well as collaborative engagement with industry associations and academic institutions. In addition, the research identifies opportunities for further scholarly inquiry, including longitudinal investigations to assess the sustained effects of transformational leadership interventions on employee retention, and iii explorations of complementary determinants such as organisational culture and external market conditionsThis study seeks to develop a structured framework aimed at enhancing the effectiveness of Transformational Leadership as a mechanism for improving employee retention within Zimbabwe’s manufacturing industry, with particular emphasis on the bakery sector in the Harare Metropolitan Area. Adopting a quantitative research design, data were gathered through surveys administered to a representative cohort of bakery-sector employees, yielding a notably high response rate of 85 per cent. The analysis employed statistical techniques such as correlation, regression, and independent samples tests to interrogate the association between Transformational Leadership and workforce retention. The findings demonstrate a robust positive correlation between Transformational Leadership practices and the retention of employees, thereby highlighting the critical role of cultivating transformational competencies among managerial and supervisory staff in the bakery industry. The evidence indicates that such leadership significantly bolsters retention by fostering an inspiring and motivating workplace, engendering trust and respect, and articulating a compelling organisational vision. Building upon these insights, the study advances a comprehensive framework to strengthen the application of Transformational Leadership in promoting employee retention. This framework encompasses leadership development initiatives, systematic assessment and feedback mechanisms, programmes for cultural transformation, structured coaching and mentoring, recognition and reward strategies, enhanced organisational communication, succession planning and talent management processes, ongoing monitoring and evaluation, as well as collaborative engagement with industry associations and academic institutions. In addition, the research identifies opportunities for further scholarly inquiry, including longitudinal investigations to assess the sustained effects of transformational leadership interventions on employee retention, and iii explorations of complementary determinants such as organisational culture and external market conditions