Leadership styles, employee performance, and turnover intention: A two-model empirical analysis

In this study, the influence of autocratic, transactional, democratic, and transformational leadership styles on employee performance has been investigated, followed by an examination of how employee performance affects turnover intention within Uzbek organizations. A quantitative approach was selected, as the study builds on a strong theoretical foundation and aims to capture current organizational patterns through empirical data. Primary data were gathered using a structured survey, which was distributed to 200 employees working across government, banking, manufacturing, and service sectors. The survey responses were analyzed using descriptive statistics, correlation analysis, and regression modeling, organized into two distinct models. It was observed that autocratic and transactional leadership styles are most commonly practiced among the organizations surveyed. Of particular note, only transformational leadership was shown to have a significant positive impact on employee performance; the other styles—autocratic, transactional, and democratic—did not yield statistically significant effects. Additionally, employee performance emerged as a strong negative predictor of turnover intention. The prevalence of autocratic and transactional leadership within Uzbek organizations has been highlighted by these results, alongside the demonstrated benefits of transformational leadership. By emphasizing the importance of fostering transformational leadership, the study points to a clear pathway for organizations aiming to boost performance and retain their most talented employees.