A survey about the relationship between transformational leadership approaches of managers and talent management of employees.

Within the scope of this study, it is aimed to examine and determine the relationship between transformational leadership and its dimensions with the talent management of employees. All the four dimensions of transformational leadership including; idealized influence, inspirational motivation, intellectual stimulation and individual consideration has been analyzed and their relationship has been determined with talent management. The relationship between the various demographic characteristics (gender, age, marital status, education status, experience, position status) with transformational leadership and talent management have tried to interpret. The research group constitutes 92 workers having different characteristics, working in the private sector, within the boundaries of İzmir province, Turkey. A questionnaire survey was conducted based on; demographic information of employees in the private sector, questions related to determine transformational characteristics of the managers and questions related to employees' talent management and recognizing the respective talent. The SPSS 22.0 statistical package program was used to analyze the data obtained from the survey. Different types of analyzes have been used to evaluate the results of the data. These analyses are; Frequency Analysis, Descriptive Statistics Analysis, Reliability Analysis, Kolmogorov-Smirnov Test, Pearson Correlation Analysis, T-Test and One-Way Annova Analysis. A strong relationship was found between the perception of transformational leadership and the talent management of the employees, which shows acceptance of the main hypothesis of study. With regards to sub-hypothesis, a transformatinal leadership dimension, was found to have a strong relationship with talent management, and it was found that amoung the four dimensions; idealized influence, inspirational motivation, intellectual stimulation, and individual consideration, idealized influence has been associated with talent management of the employees, in the highest and strongest levels. The demographic variables of the workers has also been taken into account and it has been found that transfomational leadership perception of employess varies with gender, position hold and experience while with age, marital status and qualification hold it shows no change. With regard to talent management of employees it has been determined that talent management of employees changes with gender, marital status and experience hold while with age, position hold and qualification status it shows no change. Key Words: Leader and Leadership, Traditional and Modern Approaches of Leadership, Transformational Leadership, Talent and Talent Management.