Chapter One: Introduction

A multicultural workplace has become a trend rather than an exception in many organizations. In the worldwide community where every organization strives to contribute, and this stage of profound globalization is unfolding. Organizations that do not adapt to diversity in its workplace will have difficulty staying competitive (Tamn et al., 2019). Over the past two decades, companies have appreciated employee diversity as crucial to economic sustainability (Shah et al., 2021). Diversity at the workspace is of priceless value, because it coalesces numerous latent capabilities and experiences, ultimately optimizing efficiency and effectiveness of the whole organization (Inegbedion and his colleagues, 2020).

The literature, nonetheless, also appreciate the challenges of diversity, comprising of employee conflicts, frictions, tensions, and turnover (Omoyele & Oblabisi, 2020). Furthermore, individual differences in a company could cause an increase in emotional conflicts, aggression, suspicion, mistrust, hostility, tension, and divisions. The notable aspects have been associated with an increase in absenteeism, staff stereotypes, and organization’s culture clash, with negative implication on organizational performance (Cloke & Goldsmith, 2011). It is not surprising, considering that people are the primary capital of an enterprise; keeping employees is crucial in linking human capital and organizational effectiveness to employee retention (Bilan et al., 2020; Kurdi et al., 2020). The degree of performance that an organization can attain and its sustainable success often lies in its employee's commitment to carrying out the corporate objectives, which are not only, in some instances, the executors of organizational goals but also the custodians of corporate secrets (Cherif, 2020). Subsequently, considering the indispensability of diverse employees in an organization and the challenges it imposes on organizational performance, leaders should devise styles of leadership that aims to address the challenges associated with a diverse workforce. The appropriate leadership strategy should seek to enhance group dynamics, cohesion, trust, and efficacy.

Through intercultural leadership, when team members from different backgrounds are given a common objective, they can overcome human barriers, which seem to divide groups from different cultures (Lu et al., 2022). Intercultural leadership is an adaptive leadership equipped to shift and change to suit even the most disparate people. Today, that is how the requirements of the labour force are dictated and organizations must make their environment more inclusive and reduce their employees (Omeoga, 2023).

Traditional leadership style always described personal traits and qualities that a person on a path of or already being a leader should have to optimize their effectiveness. The recent focus on leadership levels within organizations raises a pertinent question: What strategies can effectively challenge and alter the longstanding dominance of Caucasian males in leadership positions? This issue remains crucial for understanding and reshaping the power dynamics at the top echelons of organizations. The demographic trends of workplace that is inclusive, respectful, and conducive on a global scale over the past decades continue to indicate to the organization leaders that it is time to make the office a welcoming, respectful place where everyone can succeed (Scott & Klein, 2022).

The gist of leadership is a course whereby the person lets their group mobilization be realized for the common purpose (Northouse, 2022). Leadership will be the next great engine in social sciences and it has become trendy along the way through time (Kassim, 2023). At its inception, Plato suggested the topic of leadership, emphasizing its significance, prerequisites, and outcomes (Buzan, 2006). In the 1930s and 1940s, academicians, especially faculty members, became eager to introduce leadership issues as research and study topics. In the 1960s and 1970s, a theory of leadership focused on the emphasis on how leaders make decisions. First, in the 1980s, scholars get back to the issues of leadership organization and processes rather than early focus on interaction and symbolic aspects of leadership (Kassim, 2023). (Nielsen et al., 2023). Leadership through globalization and diversity agenda has stirred the minds of business administrators and governments to develop good and fruitful diversity strategies and tactics to determine multiculturalism in the workplace (Homan, 2019).

Introduction to the Problem

Leadership in diverse settings must navigate multiple challenges, including trust issues, conflicts, communication problems, while seeking to enhance team dynamics and involvement ((Byrd & Scott, 2018; Kendi, 2019; Wentling & Palma-Riva, 1997;Bureau of Labor Statistics). The literature, nonetheless, offers competing approaches that leadership could adopt to address these challenges. Leaders could adopt transformational leadership approach, for example, but fail to achieve success because diverse settings poses multiple challenges that cannot be addressed by a specific style of leadership. Therefore, as leadership pedagogy progresses and continue appreciating the applicability and efficacy of different leadership approaches, there should be paradigm shift in scholarly. The direction of this shift is toward research dispensations that moderate for diverse working environments, which transcend traditional organizational settings, imposing unique challenges for organizational leadership.

Organizational leadership that does not adopt to the changing work environment shall continue to witness problems such as increased turnover. Research has demonstrated that retention challenges are some of the most pressing concerns facing organizations with a high number of multicultural employees. (Ivana, 2020; Nyamubarwa & Chipunza, 2019). Organizational leadership can adopt motivational and non-motivational strategies to enhance employee retention, but at the core, they must ensure that the organizational culture is well suited for diverse workforce (Scott & Klein, 2022). An example of detrimental culture documented in diverse working environments, which the leadership could address is discriminative tendencies. Very commonly known discrimination cases face non-majority groups, including, women, Blacks, Asians, older people, members of the LGBTQ community, and people with disabilities, relating to schools, workplaces, and various organizations are prevailing (Heymann & Sprague, 2017; Tseis, 2017; Kendi, 2019). Leaders are responsible for inculcating positive culture in organizations. However, transforming an organization’s culture has not always been easy, with the literature demonstrating multiple cases of failure. Amidst these unfortunate cases have been illustrious examples of inspirational, empathetic, and culturally competent leaders who navigated their organizations from conflicts, failures, to innovation driven success.

Leadership approaches such as transformational and servant-leadership have been associated with enhanced retention in organizations. The inferences have been mainly based on studies that infrequently define the composition of the workforce in the study organization. Some of the reasons behind the findings are that employees with toxic supervisor relations perform 20% lower, and the satisfaction level drops to 50% (Uhi-Bien, 2003). However, employees with supportive leadership are more motivated and engaged, which leads to increased retention (Hogan & Kaiser, 2005). Supportive leadership in multicultural settings is associated with culturally competent, emphatic, and inspirational leadership profiles. Supportive leaders nudges employees to undertake quality initiatives, inspires and reinforces a culture of innovation. The kind of leadership needed in the diverse work setting must also be good in effective communication, which is usually unfavorable to expectation unless a leader is culturally competent. The communication barriers in a multicultural environment is associated with cracks that can lead to a categorization process, which, in turn, can destroy team collaboration, leading to an increase in turnover (Brett et al., 2020; Abadir et al., 2019). Essentially, there is a paucity of studies that define a precise model of leadership that could be relied upon to successfully navigate multicultural organizations, enhance retention, and achieve organizational success. Although past scholarly has demonstrated the profile of the leaders in these organizations as emphatic, culturally competent, effective communicators, and inspirational, there is still no consensus on the definitive style of leadership that integrates all these profiles to create a coherent leadership model that can serve to enhance retention. The present study attempts to to interrogate the leadership perspectives of best leadership style and retention strategies, with the ultimate goal of justifying a model that could be employed by leadership in diverse settings to enhance retention in these complex environments.

Background, Context, and Theoretical Framework

Even when businesses become diverse, the culture gap issue remains a mainstream business problem (Scott & Klein, 2022). The ability to have diversity, multicultural leadership, management knowledge, and skills are what a leader should have as their key competencies (Byrd & Scott, 2018). The role of cultural intelligence in multicultural leadership cannot be overemphasized. It gives individuals a way to pursue their goals and succeed in organizations with multicultural diversity.

Leadership weighs almost everything nowadays while trying to get maximum success. It turns out that leaders must be more than just managers who wish high performances from their subordinates. They should change and go for excellence. Given the lessons of Appelbaum et al. (2015), good leadership must ensure that organizational changes' complexities are accounted for, people's resistance against change is managed, and an environment that promotes learning and innovation is created. As emphasized in their research, transformational leadership presents a remarkable model for dealing with changes by developing, arousing, and intellectually activating employees to appreciate their highest potential and, thus, the organizational objectives. For this kind of leadership style, one pursues the current goals and maintains organizational readiness by creation a culture of IT learning and adaptability.

Leadership is a relationship-based concept - leadership is a process and not something you do to people. It is about getting people to come together to make things happen and having a common purpose they all will believe in. As per Whiting (2020), the top 10 skills that will be needed for leadership success in 2025 are grouped into four categories: cultural intelligence and multicultural leadership styles and using people skills in the performance process, problem-solving, self-management, and tech use (Bratianu et al., 2021). A leader has to be much more influential than peers. In Shakespeare's King Henry IV part 1, Glendower said: On the other hand, "I can call Spirits from Another World.” According to Hotspur, this was so: "Why canst thou not any one man?" And try you may; because of separation, you may become kind and mighty; but do you call for them in full armour, and do they come?" From this point, a masterly leader necessitates a three-dimensional interconnection of leader, follower, and situation dimension. The people who make the new generation’s leaders and shape the company's growth must account for the cultures of different expressive contexts and be aware of the cultural differences among their communities (Eskiyoruk, 2020). Culture, for its part, is defined as centuries-old habits, habits, and living techniques shared by social individuals as members of an established social group (Avruch, 2019). The key task of this combined multicultural leadership, thus, is to scrutinize the cultural differences between team members accurately, transforming the people working together on this team into a mutual resource that will help develop the overall corporate culture (Rahul & Ganesan, 2018). The theoretical model that shall serve to guide this study is the person-environment fit model that emphasizes the compatibility between individual characteristics of employees and the work environment(Zhang et al., 2023). This compatibility is crucial for achieving positive employee outcomes, particularly retention in diverse workplaces.

Statement of the Problem

 Florida states is considered a home to a very diverse population ranging from Greeks, Danes, Japanese, whites, and even black (University of South Florida, n.d.). Historically, most organizations in the state have faced a challenge with embracing diversity. This is also underscored by the fact that the state is considered a hotspot for employment discrimination claims, with a staggering nine percent of the total claims in the country (Console, R. Jr., 2023). As the country, overall has continued to witness a surge in the number of diverse workplaces. Overall, in the country, people of color now form a record 36 percent of the total workforce (Center for American Progress, 2023). Florida is also catching up with key findings from reputable sources suggesting that, “Between 2000 and 2017 the white share of Florida’s labor force declined by 10.9 percentage points.” (Florida International University. Research Institute for Social and Economic Policy (RISEP), 2018). This implies that the workforce has become increasingly racially diverse in recent times. Among the minority gains have been Hispanics followed by other races.

The implications of increased diversity in the organization is profound, because it imply that workplaces must also adapt to keep up with the trends if they have to leverage on the strength of diversity (Florida International University. Research Institute for Social and Economic Policy (RISEP), 2018). Unfortunately, it would appear that companies are not keeping up with the trends. For example, the report by RISEP underscores that organizations often lose when talented workers sit in the sideline because of racial discrimination. Missing in the extensive report is data on retention rates, which could also account for the significant disparity in unemployment rates in the state (Kuknor & Bhattacharya, 2020).

 The organizations could also be oblivious of empirically tested inferences that acknowledge the benefits of cultural diversity, including enhances input, pushing organizations towards the creation of new skills and approaches to problem solving. Culturally diverse groups, nonetheless, usually face a challenge with team dynamics, which may impose a problem with effort redistribution (Heldal et al., 2020; Rahman, 2019). These are deemed challenges for effective leadership in the workplace, for leadership is responsible for directing, coordinating, and addressing conflicts in organization (Lee & Schneider, 2020; Rahman, 2019). Organizational Leadership that does not address these challenges usually face a challenge with employee retention. There is an opportunity for the leadership of diverse organizations in the states to rise to the occasion and address the challenges associated with retention, including loss of production efficiency and productivity (Rahman, 2019). Occupational data in the country, overall, continues to identify retention as a significant challenge that will affect most companies in the USA, with statistical data, pointing to a staggering 42% of the companies in the US reporting that they had noticed an increase in turn-over. The RISEP report also indicate that there will be a high attrition of white employees from companies, with younger, more racially diverse employees taking over. Companies in the state, as well as the county, therefore, need to find novel ways of attracting and retaining diverse teams, especially as the economy evolve from manual to knowledge- based. Retention need to be addressed because high employee turn over has been associated with loss of competitive advantage. This is because exiting employees may expose their company's trade secrets to their competition (Levallet & Chan, 2019). In addition, employee retention problems affect productivity, yielding bad company profits, from missed deadlines and unaccomplished goals.

When leaders in multicultural organizations implement retention strategies, they not only cultivate a more satisfied and committed workforce, but also foster a sense of belonging. This leadership value diverse perspectives by addressing cultural differences and celebrating the richness that a multicultural team brings. The retention strategies the leaders could adopt include equal benefits and pay, safety, cultural competency training, mentorship programs, and opportunities for career development opportunities. The strategies ensure that employees are motivated, which keeps them involved in work tasks, leading to the organization's competitiveness (Pashkevich & Haftor, 2020). There is, hence, a need for a study that envisages a novel leadership-thinking perspective in organizations in the county; that is forward thinking, with an understanding of how to motivate, engage, and retain a diverse workforce. The theoretical framework selected for the study is the person-fit 

 Purpose of the Study

The present study seeks to explore the leadership strategies of addressing retention problems in diverse working settings in Broward County, Florida. The study will interrogate how organizational leaders in the diverse working settings perceive the impact of their leadership styles on employee turnover rates across different cultural groups. Additionally, it will examine the retention strategies that leaders in Broward County believe are most effective in retaining employees from diverse backgrounds. Interrogating the perceived best practices for retention in the multicultural work environment shall provide valuable insights for leaders seeking to create a more engaged and committed workforce that reflects the changing work force of Broward County. The insights will be useful in determining the best leadership styles that leadership could adopt for reducing employee turnover.

Research Question

·        How do multicultural leade rs perceive how leadership style impacts the employee turnover rate within different cultural groups in Broward County, Florida?

·        What are organizational leaders' perceptions of the retention strategies that most effectively help reta in their employees in Broward County, Florida?

Rational, Relevance, and Significance of the Study

The United States became a nation of people from all across the world right at its conception. This applies to our modern society, apart from a few obvious exceptions. In the 1960s, the U.S. census revealed that the Europeans accounted for more than 70%. The trend continued for more than a decade till a reversal took place. In the late 80s, more immigrants from South America and the Caribbean began to swell the number of immigrants than any other place on the planet.

Nonetheless, people study day and night. They try to earn degrees from various universities and believe in getting ahead. However, Nepal continues to be a male-dominated society (US census data, 2019). It has consequences for the whole structure of the workforce. It has shifted the demographics and the structure of workers inside organizations. The workforce is created from different cultural groupings. For example, is from where South America, Central America, and the Caribbean belong to the Hispanics. It makes U.S. businesses and workers acknowledge that Spanish-language proficiency can be an extra skill in world competition (Martinez-Garcia et al.,2021). Besides language proficiency, which represents an important aspect of cultural intelligence, the intercultural aspect of teams is getting more important for leaders and organizations as they have people working on their project teams worldwide (Spivak, 2020). The diverse cultural teams with which many organizational leaders now must deal mean they have to deal with various issues that can render communication processes inefficient due to misunderstandings and lack of harmony in the team (Heldal et al., 2020; Rahman, 2019). This blending of cultures pointed to the fact that research on leadership is necessary to determine the qualities of a leader that can effectively guide multi-cultural groups.

This qualitative research project, hence, seeks to establish the reasons for the differences in multicultural employees' work ethics and their retention rate and investigate how managers can build the leadership that would help them retain their multicultural workforce. Being culturally heterogeneous teams, they, as a rule, face difficulties in the form of mutual discord among members who are charged with elevated differences (Dumitrașcu-Băldău & Dumitrașcu, 2019). Leaders must understand and appreciate their communities' cultures and identify cultural differences (Eskiyor,2020). Cultural fit with their team members should guide the leader’s style. Diverse teams bring up the primary leadership task, namely understanding the cultural differences between the members and creating an atmosphere where you find usefulness in the company and work spirit. The most prominent challenges for multicultural leadership stem from cultural differences, language barriers, communication patterns, technical flaws, decision-making methods, and diversified motivation (Dadu, 2018).

Nature of Study

The proposed research approach for the present study is qualitative. Hair et al. (2019) defines qualitative research design prioritizes understanding the subjective experiences and meanings people attach to their experiences, employing an inductive approach to explore complex phenomena. In the context of the proposed study, this imply collecting rich, nuanced, and experiential perspectives from leaders in diverse working environment on the best leadership approach of achieving retention strategies in their organization. The Qualitative research design is also selected because it is more appropriate for detailing the facet or phenomenon of concern (Hardesty et al., 2019). In the context of the present study, descriptive information will be gathered from the leaders, in order to understand their views on the appropriate retention strategies and associated leadership style for implementing those strategies. The participating leaders will be selected using purposeful sampling and collected data analyzed using thematic analysis.

Definition of Terms

Leadership: The process of influencing and guiding others to achieve a common goal.

Multicultural Leadership: A leadership style that recognizes and appreciates cultural differences, fostering inclusivity and team effectiveness in diverse workplaces.

Cultural competency: The ability to understand and navigate different cultures effectively.

Retention: The strategies organizations use to keep valuable employees engaged and satisfied.

Turnover: The rate at which employees leave an organization.

Diverse Working Environment: A workplace that includes people from various backgrounds, cultures, and experiences.

Empathetic Leadership: A leadership style that prioritizes understanding and sharing the feelings of others, fostering trust and a compassionate work environment.

Transformational Leadership: A leadership style that inspires and motivates employees to reach their full potential and strive for ambitious goals.

Servant Leadership: A leadership style that prioritizes the needs and well-being of employees, empowering them to succeed and contribute to the organization's goals

Summary

This chapter presented leadership strategies for achieving enhanced retention in diverse working environments. It began by exploring the problem of leadership and high turnover across diverse organizations in the target geographical area. Then the research questions were presented and the purpose and nature of the study defined. Most important, the qualitative research design was selected because it is appropriate for the research questions, besides enabling gathering of rich, perspectival data from study participants. Finally, the key terms pertinent to the study were define. The next chapter shall present a review of the literature, which is important for grounding and justifying the proposed study.

 Chapter Two: Literature Review

Introduction to the Literature Review

           Evidence suggest that there is have been a monumental change in the workforce in recent times. The work force is increasingly experiencing a surge in diversity, bringing together individuals from various cultural backgrounds. While this fosters creativity and innovation, it also presents challenges in retaining a talented and engaged workforce. The proposed study seeks to explore the leadership strategies that can be employed to enhance retention in these diverse working settings, with a specific focus on Broward County, Florida. Chapter 1 presented the problem statement, research questions, and defined the purpose of the study. The present chapter investigates past seminal studies delves into the existing body of research on leadership and retention in diverse workplaces. The chapter shall begin by presenting an overview of leadership in diverse working environments, then present the theoretical framework, and examine the various leadership styles and their potential impact on employee retention, emphasizing the need for adaptation within multicultural settings. The chapter shall also investigate different retention strategies used by organizations and role of leadership in tailoring these strategies to address the specific needs and values of diverse employee groups. The chapter shall conclude with a summary, where the gaps identified in the literature shall be presented, thus justifying the need to conduct the proposed study. The review will also be instrumental in informing the methodological framework of the proposed study.

Theoretical framework

The guiding theoretical framework is Person-Environment (P-E) Fit Theory, which was developed by French, Caplan, and Harrison in 1982. The theory offers a comprehensive framework for understanding the dynamics between individuals and their working environment and could be easily adopted for diverse work environments to understand the interaction between leadership practices and retention strategies. According to Zang et al. (2023), individuals usually exhibit an innate need to fit in their immediate environments. The study also suggest, “The person and the environment not only directly affect individual outcomes but also interact with one another to affect these outcomes. Individuals tend to seek out and create “fitting” environments that allow them to manifest their personalities.”(Zang et al., 2023). It emphasizes the significance of compatibility between individual characteristics, such as personality, skills, and cultural background, and the specific attributes of the work environment, including organizational culture and leadership style. Moderated for diverse working environments, where diversity is celebrated and valued, achieving a good P-E fit becomes even more critical. Leaders who can adapt their leadership styles to accommodate the diverse needs and values of their employees can foster an environment where individuals feel understood, respected, and empowered to contribute their unique perspectives. This can lead to employee satisfaction, motivation, and ultimately, retention; multiple constructs which are highly dependent on the fit. The individual characteristics of an employee encompass their personality traits, skills, abilities, values, and cultural background (Zhang et al., 2023). In diverse working environments, cultural background plays a significant role, influencing how employees perceive leadership styles, communication approaches, and work expectations. When people representing different cultures are in leadership positions, cultural intelligence manifests, which improves turnover rate and performance since, for good leadership, it is vital to use an effective leadership style.

Leadership that is culturally-intelligent is responsive and supportive, aspects that could contribute to enhanced fit leading to increased retention (Kim, 2015). A good P-E fit occurs when there is a high degree of compatibility between individual characteristics and the work environment. This compatibility leads to positive employee outcomes like satisfaction, motivation, and ultimately, retention. Conversely, a poor P-E fit, where individual needs and values clash with the work environment, can lead to dissatisfaction, stress, and ultimately, employee turnover. The theory is thus useful for understanding why leaders should be oblivious of their leadership approach in diverse settings where the importance of P-E fit is amplified. Employees from different cultural backgrounds may have varying expectations regarding leadership styles, communication approaches, and work-life balance practices. The retention strategies that worked for traditional work environment may not be of significant meaning to employees in these diverse environments. As a result, leaders in diverse working settings should learn to tailor the work environment to accommodate diverse needs. This might involve offering flexible work arrangements, providing training on cultural sensitivity, and ensuring opportunities for growth and development that are accessible to all employees regardless of their background. The leadership must exhibit qualities such as inclusivity, respect for autonomy and culture, appreciation of different perspectives, and empathy.

Overview of general leadership and leadership style

Leadership is implementing the vision and transferring ideas to actions (Bennis & Nanus, 1997). A leader's needs and actions vary with various contexts and followers (Ersoy, 2014). The view of leadership has developed across the decades of variation from the 1940s till the twenty-first century. Leadership in the 1940s is characterized by a leader who influences and instructs because of the amount of power he possesses (Patterson & Greenberg, 2008). While at the end of the last century, leadership was essentially a person who was the most responsible and held accountable for the organization's activities, it is now known that management has more influence on the organization (Kassim, 2023). Leadership is the common factor that helps a group to be organized and directs the members to achieve goals and realize their potential (Ng'Ethe et al., 2012). Inspire others to do their best, create a common goal, get involved at all levels, and eventually attain the desired goal and outcome (Armstrong & Stephens 2005). The function of the host and the long-term prospects of employment are significantly altered by the harmony or conflict between the supervisors and their subordinates (Ribelin, 2003). 

Leadership Styles

Autocratic Leadership: The film shows this leadership style contributes more to performance but is indifferent to the people's concerns (Fiaz et al., 2017). Leaders who follow the autocratic style believe the power of leading a group is their responsibility, and the authoritarian interaction and exchanges between the group members shift to the designated leader. Such decisions are unilaterally taken and implemented by the leader through guidelines like policy formulation, work tasks, set goals, procedures, relations, punishment, and controls of rewards have to be implemented (Fiaz et al., 2017). Autocratic leadership generally thinks people are untrustworthy and lazy by nature. They cannot be relied upon to be responsible, so giving them managerial or planning tasks wastes time.

Consequently, the leader assumes this role, perceiving that each responsibility can be obtained with the leader’s effort, not involving the subordinates. As with dictatorial leaders, they frequently make decisions and announcements without help or hints from other staff members (Jung et al., 2016). Leaders with an autocracy style, on their part, closely associate with authority and power, machination and manipulation, and hard work to get the job well executed (Fiaz et al., 2017). Under a leadership style where power is concentrated in one's hands, motivation will be extrinsic, including using performance and economics as the driving factors. At times, individuals can find themselves in problematic or blunder moments where they are likely to be officially punished, and this usually comes in the form of ignoring the person, taking away good work task allocation, or making them feel bad for what they have done (Chemers, 2012; Schuh et al., 2013).

Democratic Leadership: The leadership style points out the space the leaders share with others. Such interconnections boost communication within democratically led volunteer groups. (Bhatti et al., 2012) In a democratic society, a leader belongs to the community and not only part of it. The democratic leadership style includes friendliness, assistance, and encouragement to participate in the processes (Jones et al., 2016 & Raelin, 2012). Authoritarian governance involves poor listening skills, running a closed shop, and overworking the workforce. However, with democratic leadership, participative, supportive, and trusting people regain the upper hand. It is also a factor in employees' productivity, participation, satisfaction, and dedication (McGregor & Cutcher-Gershenfeld, 2016). People are considered to be very trusty,” like being given opportunities to participate in the complicated decision-making process, volunteer to address potential issues beyond their role and responsibilities, they are self-motivated, often encouraged to foster teamwork by their organizational conditions, perform well, and have high job satisfaction (Jones et al., 2016).

Laissez-faire leadership: In this case, the picture is neither of people nor performance. The point is that we are controlled by ourselves and our outer forces. Hence, the best thing to do is know that we stand a slim chance of ever understanding them. This is one of the reasons why laissez-faire leaders focus on keeping a low profile and allot respect from any institution they are part of, leaving a few loyalists to perform the tasks of getting the job done without creating any waves that could stir up uproar(Chaudhry & Javed, 2012). They function only to set goals and objectives whenever required or when essential, with tries and criticism not being a part of their life inside the confinement already set up. Leaders' misalignment, perhaps, will only be clear when the time for implementation has come. There will be no control and supervision - no warning or conversation, no one-on-one conversations. ‘Laissez-faire’ leaders usually pay interest to no employee development, as they are convinced that employees can care about themselves (Wong & Giessner, 2015).

Transformational Leadership: A transformative leadership style works by affecting the conduct behavior and cognitive abilities, sharing the belief systems through emotional control, and encouraging the members to develop their shared vision( Bass- 2007; Xenikou, 2017 ).

Transactional Leadership: A transactional leader will resort to the stimulation of ordination and an authoritative modus by the behaviour of their subordinates. The transactional leadership style was described as an exchange process where rewards (compliances) are provided in return, and punishment (non-compliances) is met (Bass, 2007; Kanfer, 2009). Activity leaders set professional expectations by specifying obligations and implementing the ultimate standard. Meanwhile, they manage to instruct their followers, resulting in the performance of well-defined tasks. Consequently, compliance and conformity are supported (Latham, Pinder 2005).

Servant Leadership: The Servant Leadership concept is a set of principles and cultures that help people improve their lives. They build a good organization and make the world, which is much more caring. Servant leadership was introduced as a concept by Robert Greenleaf in 1970, and this was described as the act of a leader choosing to serve others in their community and achieve their people's needs and benefits. First things first, leaders will go the extra mile to consider what others are thinking so that they serve. (Gandolfi & Stone (2018) The servant leader focuses on the good of the people so they can develop and grow. Making our future better by ending violence in the world. The servant leadership covenants power sharing. The unique Servant Leadership approach relies not on style but the main technique. Culture is not just the short-term way to behave (Gandolfi & Stone, 2018). It builds and thrives on the inner strength of a democratic leadership style and, thus, has lots in common with transformational leadership principles. However, servant leadership faces challenges in hierarchical organizations, authoritative regimes, and instances where leaders and managers are stuck between a rock and a hard place and are expected to do everything (Gandolfi & Stone, 2018). The top ten characteristics of servile leaders that are usually acknowledgeable by people who have been through actual practice are perception, listening, empathy, foresight, healing, persuasion, conceptualization, stewardship, building community, and commitment to the progress of people around them (Gandolfi & Stone, 2018). The philosophical nature of servant leadership is not to be found only in the Christian paradigm. It is rather entwined with various cultural traditions that have been existing around the world (Gandolfi & Stone, 2018). The people who act as servant leaders always consider the benefit of others over themselves.

Multicultural[A9] Leadership

Multicultural leadership refers to the ability of leaders to effectively navigate and manage diverse teams and work environments (Lücke, 2020). (It encompasses the skills, attitudes, and behaviors necessary to lead individuals from various cultural backgrounds, recognizing and valuing their differences while leveraging them for organizational success (Lücke, 2020). Multicultural leadership has been seen to be 90% of the most important elements leaders think about when hiring top management teams for 21st-century organizations, at least based on the interview surveys of 68 countries (Palmer, 2006). Goleman (1996) emphasized the leading styles that can describe effective leadership in multicultural environments to include the three primary leadership styles:

1.     Vision – mobilizing people toward change

2.     Serving- building emotional connections

3.     Leading others to greatness- developing people for future responsibility.

Cultural factors are vital in leadership and its performance because different cultural beings necessitate well-developed management behaviors (Schein, 1997). The primary barrier to working with a diverse team is successfully managing the differences in the ethnic background of each individual and transforming them into the team's advantageous resource while increasing the cultural level of the organization's internal systems (Rahul & Ganesan, 2018). Dadu (2018) highlights the other factors, including language difficulties, communication styles, technical problems, leadership styles and behavior, and motivation, that can make it challenging for multicultural leaders. Covey posited (2013) states that first, we need to understand, and then we can be understood. However, communication is a special component of each culture; it is not the same because of cultural qualities that vary from one culture to the other, but at the same time, common and different elements do exist like when cultural variability dimensions such as individualism-collectivism and high context-low context cultures are mentioned (Pinilla, 2020). Discovering eating, nimbleness, diplomatic endeavors, and preparing due diligence make the community more renowned from a socioeconomic viewpoint (Dadu, 2018). Assessing these challenges will ensure leaders know styles and plans for culture retention in all parts of the organization so that their people can excel. When multicultural team members perceive the internal disadvantages that differentiate them from diverging cultures, their leadership abilities flourish (Lu et al., 2022).

Multicultural leadership, which, in turn, is a combination of a variety of leadership styles. The answer to this is that it is equitable in that it adjusts to suit the requirements of the individual or a group. The multicultural teams will find it easier to reach team-agreement and work coherently if leadership is competencies-based. Also, when multicultural individuals are assessed, it is often done via their talents and expertise, especially in a diverse cultural workplace, as asserted by (Grass et al., 2020).

An important aspect of multicultural leadership is cultural intelligence. Cultural intelligence showed how leaders' adaptability, productivity, motivation, and communication skills can be enhanced (Eldred, 2023). Cultural intelligence becomes a must-have skill to be successful as a leader ( Rustambekov, N. N., & Mohan, V. V. (2017). Multicultural leaders encourage cultural intelligence among team members, fostering an environment where individuals can learn from each other's cultural experiences and perspectives (Shan et al., 2021). Cultural intelligence represents a blend of knowledge relevant to culture, together with the ability of people to adapt to unfamiliar territory and to act right in cross-cultural settings (Earley & Ang, 2003).

The conceptual framework of cultural intelligence emanates from industrial-organizational psychology, with the earliest findings coming from Earley and Ang (2001). Sternberg and Detterman's 1986 theory of multiple intelligence was expanded to include some of the novel intelligences suggested by Thorndike and Stein (1937), Goleman (1996), and Sternberg (2000). All of these approaches revolve around the idea of an individual's acquired capacity for social interaction, response, and performance. Earley & Aug (2003) defined cultural intelligence as the capacity to observe, recognize effects, and get appropriately through one's behaviors in another culture.

Cultural intelligence is the aggregate knowledge of various cultures, self-awareness of yourself and others, and specific acts that fall under behavior (Peterson, 2018). Unlike business savvy, cultural intelligence has become the compass for the leadership managers who deal with the world that consists of the globalized world (Livermore, 2015). The study categorize cultural intelligence into four subdimensions that contribute to our understanding of cultural intelligence:

1.     Drive is represented by the willingness to work with others from different cultures and backgrounds.

2.     Knowledge is the degree of understanding of cultural differences and similarities.

3.     Strategy is the capacity to adapt to new cultures mentally.

4.     Action is related to the flexibility to adapt to various cultural norms and habits.

The pros of cultural intelligence are that it positively affects employees' creative performance (Hu et al., 2017). Other researches show that cognitive, meta-cognitive, and motivational development in cultural intelligence among individuals is positively affected by individual creativity( Bogilovic & Skerlavaj, 2016; Yunlu et al., 2017), and in turn, they may influence organizations’ innovation( Nonaka & Takeuchi, 1995). The competence of cultural intelligence helps a leader to think effectively in a diverse country, ethically, and organizationally (Russell et al., 2018). Peterson (2004) said it is the ingenuity to participate in being transferable through skills (i.e., language or communication) and qualities suitable for the cultures and attitudes of the people with whom the person threads.

Employee effectiveness

Employee effectiveness refers to the ability of employees to achieve organizations goals in line with the strategic objectives (Diana et al., 2021). Research has demonstrated that employee effectiveness is a multidimensional construct, including job satisfaction, motivation, and job performance (Diana et al., 2021). Organizations with higher levels of the construct usually have implemented monetary and non-monetary incentives. This leads to enhanced job satisfaction, leading to enhanced efficacy because when employees are satisfied with their work, they are more likely to be engaged, productive, and committed to achieving organizational goals. Motivation, another crucial factor, drives employees to exert effort and pursue excellence in their roles. Whether intrinsic or extrinsic, motivation influences employee behavior, performance, and overall effectiveness. Job performance, which can be measured in terms of quality and quantity of work outputs, directly affects organizational outcomes (Lee et al.,2021). Collectively, motivated employees, usually perform better, contributing to increased productivity, efficiency, and innovation, driving organizational success.

Diana et al. (2021) notes that leaders and organizational culture has an important role to play in harnessing and shaping employee effectiveness. Effective leadership fosters a supportive and empowering work environment where employees feel valued, motivated, and inspired to perform at their best. Leadership that is inspirational, effective at communication, and visionary communicate clear expectations, provide meaningful feedback, and recognize employee contributions. This has been associated with higher levels of employee engagement and job satisfaction (Diana et al., 2021). Leadership that adopts approaches or styles that value employee development also positively affect motivation and job performance. Organizational culture, encompassing shared values, norms, and beliefs, also influences employee effectiveness (Diana et al., 2021). A positive organizational culture that promotes transparency, collaboration, and trust fosters a sense of belonging and commitment among employees, enhancing their motivation and job satisfaction (Diana et al., 2021). Leadership is responsible for cultivating a positive organizational culture in an organization, hence, making it an essential driver of employee effectiveness, shaping individual and organizational performance outcomes.

Employee retention

Concerns about employee retention and its implication on organizational performance is not newly founded. Singh (2019) highlights the importance of employee retention by noting that “Employees are the most important, valuable and productive asset of an organization and retaining them is one of the toughest challenges for the managers. As the replacement cost of key employees involves huge turnover, there is a need to develop a fully integrative retention policy to tackle such type of problems.” Employee retention refers to the ability of an organization to keep its employees engaged and motivated to remain with the company for an extended period. Organizations need to create an environment where employees feel valued, supported, and fulfilled in their roles, thus reducing the likelihood of turnover. Singh appreciate past seminal quotes that highlight that human capital will go where it is needed and stay where it is treated well. Critical to the study is that retention is crucial for organizational success as it directly impacts productivity, morale, and profitability. In essence, companies with high levels of turnover will ultimately experience a disruption of workflow, decreased team cohesion, and increased recruitment and training costs (Singh, 2019). Organizations that retains top talents registers higher levels of innovation and increased competitive advantage. Subsequently, prioritizing employee retention considered a critical component of maintain a high performance working culture.

High turnover is associated with a myriad of factors, with job satisfaction, organizational culture, and leadership playing prominent roles. Job satisfaction, the degree to which employees find fulfillment and enjoyment in their work, is a key determinant of retention. Research has demonstrated that satisfied employees have a high likelihood to remain loyal to the organization ( Singh, 2019). Diana et al.( 2021) highlighted, on the other hand, that a positive organizational culture is imperative for enhancing employee satisfaction. Therefore, organizational culture also significantly affects retention, as it shapes the overall employee experience and sense of belonging within the company. A positive culture that promotes transparency, collaboration, and recognition fosters employee engagement and loyalty, reducing turnover rates ( Diana et al., 2021). 

Singh (2019) notes that there are two types of turnover, one that is influenced by the employee and another that is involuntary. “When an Employee leaves an organization, the reasons are influenced by a variety of factors, some of the reason of leaving the organization could be better-paying job outside, a bad relationship with supervisor/boss, pursuing higher studies/ vocation, relocating due to family reasons, fired form organization”(Singh, 2019). Organizations need to design strategies for reducing both voluntary and involuntary turn over. Organizational leadership should set the tone for the organization and influence employee perceptions and behaviors. Effective leaders who demonstrate empathy, communication skills, and support for employee development contribute to higher levels of engagement and retention (Diana et al., 2019). Proactive strategies and tactics are, therefore, needed to keep employees in the company while maintaining a motivated and committed workforce.

Culture and demographics

The role of culture and demographics in shaping organizational dynamics, employee behavior, and overall organizational culture is well attested to in the empirical literature. Badawy et al. (2017) note in their study conclude that cultural norms, values, and beliefs inform individuals' attitudes toward work, communication styles, and approaches to problem solving, thereby affecting how they engage with colleagues and navigate organizational processes. This is then correlated with enhanced job satisfaction, organizational citizenship behavior. Diverse cultural backgrounds, which have become a norm in the modern workplace adds complexity to the dynamics, requiring heightened awareness and adaptability from both employees and leaders. Inegbedion et al. (2020) emphasize that cultural diversity has the propensity to enrich the workplace by fostering innovation, creativity, and a broader range of perspectives. However, they also note that it also has a high propensity to trigger conflicts. As a result, they inferred the importance of management to effectively manage diversity and implement strategies to promote cross-cultural understanding, collaboration, and inclusivity to leverage the benefits of a diverse workforce while mitigating potential challenges. “The results show that the management of cultural diversity, employees’ perception of marginalization, and conflict significantly influences diversity management. Furthermore, diversity management and teamwork significantly influence organizational efficiency” (Inegbedion et al., 2020). Effective management of diversity is a critical facet of enhanced employee satisfaction and job performance.

An appreciation that diversity wins has led many organizations to begin reevaluating their leadership approaches and styles. This is not surprising considering that multicultural environments imposes the need for leaders to be more inclusive, adaptive, culturally intelligent, which enables the leadership to navigate varying expectations, communication norms, and motivational factors across different cultural groups (Homan et al., 2020). Leadership styles that may be effective in one cultural context may not resonate as well in another, requiring leaders to adopt a flexible and culturally sensitive approach. For example, cultures that prioritize hierarchy and authority may respond positively to directive leadership styles, whereas cultures that value collaboration and consensus-building may prefer participative leadership approaches. Moreover, cultural differences in communication styles, such as direct versus indirect communication or high-context versus low-context communication, can affect how leaders convey information, provide feedback, and resolve conflicts (Homan et al., 2020). Collectively, the research demonstrate that leading diverse workplaces is not the same as in traditional working settings. Multicultural leaders need to adapt their leadership behaviors to align with the preferences and expectations of their diverse team members.

Retention by culture and demographics

Marufu et al. (2021) emphasize that culture and demographics play an important role in predicting employee retention rates. In the highly structured descriptive review, the study inferred the factors influencing retention as including, “leadership and management, education and career advancement, organizational (work) environment, staffing levels, professional issues, and support at work, personal influences, demographic influences, and financial remuneration”. Although the study was mainly focused on healthcare organization, it resulted in significant insights on how cultural factors can affect how employees perceive their job satisfaction, engagement, and long-term commitment to an organization. For example, cultures that prioritize collectivism may place greater importance on familial and community ties, influencing employees' decisions to stay with an organization that offers stability and support networks. The same cannot be said for individualistic cultures, which may prioritize personal autonomy and career advancement, leading employees to seek opportunities elsewhere if their needs for growth and self-expression are not met within their current workplace (Diana et al., 2021). Demographic factors such as age and gender have also been associated with turn over rates and intents. Singh (2019) emphasizes the importance of appreciating generational preferences in designing retention strategies. In this study, the scholar notes, “Generation X prefers autonomy, are tech-savvy, places less value for employer loyalty; Generation Y workers put more emphasis on Corporate social responsibility, training and career development, more individualistic in nature.” The implications are that retention strategies tend to differ by age, with younger employees prioritizing career development opportunities and flexibility, while older employees tend to value stability and retirement benefits. Gender may also affect turn over intent, through factors such as differential experiences of workplace discrimination, unequal access to leadership positions, and work-family balance challenges. Women, for example, have been traditionally viewed as having higher turnover risk because of work-life challenges.

Multiple studies have appreciated that there is a sharp disparity in retention rates across different cultural and demographic groups (Garcia et al., 2020). The study emphasized that minority groups, including racial and ethnic minorities, immigrants, and LGBTQ+ individuals, often face higher turnover rates compared to their majority counterparts due to systemic barriers, discrimination, and lack of inclusive workplace policies and practices. For example, research indicates that Black, Indigenous, and People of Color (BIPOC) employees may experience microaggressions, tokenism, and limited career advancement opportunities, contributing to feelings of alienation and low job satisfaction. Other minorities such as LGBTQ+ employees may encounter discrimination, harassment, and lack of support from colleagues and supervisors, leading to higher turnover intentions and decreased organizational commitment. These disparities also shows some intersectionality, with other variables such as educational level, income inequality, and geographic locations affecting the levels of turn over across cultures and demographic groups. Garcia et al. (2020) also suggest that the differences could be attributed to different levels of resilience across the cultures and groups.

Employee retention strategies

Singh (2019) highlights that organizations have been undertaking multiple strategies with the goal of retaining their top talent. Although there are multiple retention strategies highlighted in the study, standing amongst them included career development, compensation, and work-life balance initiatives. Singh (2019) notes that “Job-related training improves the ability of employees in problem-solving, making them confident and motivated and committed to their job and thus they are more likely to remain with the organization”. Employees are more likely to remain loyal to an organization that values their development and provides avenues for upward mobility. Some of the career development initiatives include mentorship programs, training workshops, tuition reimbursement, and succession planning. The research demonstrate that the programs benefit individual employees by enhancing their skills and knowledge, contributing to organizational effectiveness by ensuring a pipeline of talent for future leadership roles.

The role of compensation in ensuring organization attract and retain top talent cannot also be underestimated. Singh (2019) highlights that compensation entails “something (typically money in the form salary, wage, benefits, injury etc) that the employee receives from the employer.” Competitive salaries, bonuses, and benefits packages are essential components of a comprehensive compensation strategy (Singh, 2019). Employees who feel compensated for their contributions are more likely to remain with the organization and feel motivated to perform at their best (Maru & Omodu, (2020). The study highlights that research have shown that 27 percent of employees who left a company were mainly influenced by compensation. Compensation strategies should also include performance-based incentives, which can further incentivize employees to achieve organizational goals and exceed expectations. In diverse working settings, organizations should also ensure that their compensation structures are equitable, transparent, and aligned with market standards to avoid feelings of inequity and dissatisfaction among employees (Maru & Omodu, (2020).

Another important retention strategy highlighted in the literature is work-life balance. Work-life balance initiatives aim to support employees in achieving harmony between their professional and personal lives (Rodríguez-Sánchez et al., 2020). Singh (2019) conceptualizes work-life balance in terms of workplace flexibility, noting, “If employees are given with the option of workplace flexibility, they will find options to balance their work and life.” Work-life balance initiatives, such as flexible work arrangements, telecommuting options, and paid time off policies, help employees manage their workload while prioritizing their well-being and personal commitments (Rodríguez-Sánchez et al., 2020). Flexible working arrangement also enhances employee satisfaction, another critical facet of employee retention. Other strategies highlighted in the literature include positive organizational culture, performance appraisal, employee voice, effective communication, and leadership (Singh, 2019).

Efficacy of employee retention strategies

Studies investigating the efficacy of various retention strategies has highlighted intriguing insights (Singh, 2019). However, the efficacy of these strategies is often moderated by work-based contexts as well as industry and type of organization. While for example, work-life balance have been noted to affect employee retention for some sectors, its level of significance tend to differ with demographics, industry, and even individuals (Bahar et al., 2022). Also, certain approaches have demonstrated positive outcomes in one work place over the other. Career development programs, for instance, have been shown to enhance retention rates by providing employees with opportunities for skill development, advancement, and meaningful work experiences. Studies have found that employees who participate in career development initiatives report higher levels of job satisfaction, commitment to the organization, and intention to stay( Singh, 2019). Similarly, compensation strategies, such as competitive salaries, performance-based incentives, and comprehensive benefits packages, have been linked to improved retention rates and higher levels of employee motivation and engagement. Singh( 2019) noted that “when career opportunities are at the place, the employee stays for a longer time and also they tend to be more loyal for that company”. Research indicates that employees who perceive their compensation as fair and equitable are more likely to remain with the organization and exhibit greater job performance (Singh, 2019). The scholar also appreciated research that suggested, “For 27 percent of employees, compensation was the primary reason for leaving the company”. The study by Singh (2019) also highlighted the importance of flexible working arrangement, noting that employees who have the flexibility to manage their work schedules and personal responsibilities report higher levels of work-life satisfaction and are more likely to remain loyal to the organization.

However, the effectiveness of retention strategies may vary across different contexts due to factors such as organizational culture, industry norms, and workforce demographics. Gelencsér et al. (2023) noting the moderating effect of workplace and organizational factors inferred “that broadly defined workplace wellbeing factors play a decisive role in labour-force retention. If the workplace is organised in such a way that its processes are transparent and understandable through effective internal communication, and the employee has a clear vision of their career (promotions, nature of work, etc.), then pay systems in the retention strategy can be seen as support functions rather than as a pillar of retention”. It can be inferred from the existing research, therefore, that the success of retention strategies may depend on the leadership style, communication practices, and organizational climate within a specific organization. It is thus critical to understand the role that leadership play in the dispensation.

Leadership and retention

The relationship between leadership behavior and employee retention is significant and multifaceted (Singh, 2019). Tian et al.( 2020) highlighted in their research that leadership play a significant role in shaping the organizational climate, influencing employee perceptions, and ultimately impacting retention rates. The study found a strong and significant relationship between transformational leadership style and employee retention, through the moderating effect of factors such as effective communication. Singh (2019) highlighted that employees' relationships with their immediate supervisors strongly influence their decision to stay or leave an organization. Leaders who demonstrate empathy, respect, and trustworthiness foster positive relationships with their team members, leading to higher levels of job satisfaction, engagement, and loyalty (Tian et al, 2020). The same could not be said of ineffective leaders, who are characterized by micromanagement, lack of communication, or favoritism, which can erode trust and morale, contributing to higher turnover rates.

Effective leaders can enhance employee engagement, loyalty, and retention through multiple mechanisms. Hauer et al. ( 2021) noted that “motivational factors and managerial competencies such as emotional intelligence, communication and transformational leadership style as prime concern to effectively retain employees. More importantly, a leader’s role is to convey emotions, such as passion and enthusiasm and to inspire followers achieving their goals”. This also highlights the importance of leadership in communicating a compelling vision for the organization and inspire employees to align their efforts with shared goals and values. The leadership also need to empower employees by providing autonomy, decision-making authority, and opportunities for growth and development (Hauer et al., 2021). Singh (2019) emphasized that when employees feel valued and empowered to contribute their ideas and talents, they are more likely to feel a sense of ownership and investment in the organization's success. Effective leaders also create inclusive and supportive working environment, celebrate employees' achievements, provide constructive feedback, and advocate for their well-being (Hauer et al., 2021). Subsequently, they create a culture of trust and collaboration that enhances employee engagement and loyalty. Singh (2019) also notes that leadership is imperative for nurturing positive perspectives, while Tian et al. (2021) emphasizes the significance of leadership in nurturing positive organizational citizenship. Collectively, the studies highlighted the importance of leadership in nurturing a sense of belongingness, which occurs when employees have a positive relationship with the organization leadership.

Chapter summary

The literature review explored and presented the research on the impact that leadership style and practices has on employee retention. There is a wealth of literature that has covered the topic. Nonetheless, there is a gap in understanding how leadership behaviors specifically influence the retention of diverse employees. The study did cover multiple aspects of retention, but failed to moderate for diversity. It emerged that the study were treating diversity as a monolithic concept, overlooking the intersecting identities and experiences of individuals. Exploring how leadership practices intersect with various dimensions of diversity, such as race, gender, age, and sexual orientation, could provide valuable insights into tailored retention strategies for diverse workforces.Top of Form The literature also noted that increased diversity continues to affect organizations, posing new challenges for leadership (Wentling & Palma-Riva, 1997; Gilbert, 2005; Byrd & Scott, 2018; Kendi, 2019). It brings challenges such as increased conflict and high turnover (Green and Laman, 2015). Leaders must be able to cope with and handle people from myriad cultures. Such kind of leadership, as highlighted in the literature need to be adaptive, culturally intelligent, emphatic, and transformational.

Cultural intelligence has extended from a choice to a compulsory element in communicating with people of different cultures (Aug et al., 2006; Earley & Aug 2003; Ng & Earley, 2006; Russell et al., 2018). The effectiveness of a successful leader increases significantly with intercultural communication, as well as their capacity to engage and work with people of different cultures, backgrounds, and ethnicities (Raelin, 2012). Managers and leaders ought to do all they can to enable each person to communicate adequately with other employees, as each person has[A10] their favorite manner of interacting to maximize working performance and profitability (Rahul, 2018). Overall, the chapter provides a comprehensive exploration of the relationship between leadership, diversity, and employee retention, examining key theoretical frameworks, common retention strategies, and empirical research findings. It begins by emphasizing the critical importance of effective leadership and retention strategies in organizational success and sets the stage for analyzing how these factors intersect with diversity in the workplace. Through a theoretical lens, the chapter introduced the theoretical framework, including person-environment fit theory, providing a framework for understanding the dynamics at play. It then delves into common retention strategies, including career development, compensation, and work-life balance initiatives, discussing their rationale and potential effectiveness. Empirical research on the effectiveness of these strategies is evaluated, highlighting the role of leadership behavior, organizational culture, and contextual factors in shaping retention outcomes. The chapter also analyzes the specific impact of leadership on diverse retention outcomes, identifying gaps in the literature and areas for further research. In conclusion, the chapter underscores the importance of addressing these gaps to advance our understanding of how organizations can leverage leadership and diversity to create inclusive workplaces that foster employee engagement and retention. The next chapter shall introduce the methodological framework for conducting the proposed study.

Chapter Three: Methodology

Introduction

The aims of the research are to examine how multicultural leaders perceive how leadership style impacts the employee turnover rate and to examine leaders' perceptions of the retention strategies that most effectively help retain their employees. To achieve these objectives, a methodological framework will be employed to ensure the systematic collection and analysis of data. This section outlines the research design, sampling strategy, data collection methods, and data analysis techniques that will be utilized to address the research questions. The rigorous methodological approach will enable the study to generate valuable insights into the perspectives of multicultural leaders on leadership style and retention strategies, contributing to the existing literature on employee turnover and organizational effectiveness in diverse workplace settings. This chapter will review the research approach and offer justifications for selecting the qualitative research design. It shall also present the methods, validation criteria, limitations, reliability, and ethical standards in the study process.

Purpose of Study

The purpose of the study is to examine how multicultural leaders perceive how leadership style impacts the employee turnover rate and to examine leaders' perceptions of the retention strategies that most effectively help retain their employees. It proposes leadership styles that leaders can follow to establish effective retention policies for their multicultural employees. Retaining workers concerns the firm's provision and stabilization of labor services (Omeoga, 2023). An organization's success is easily achieved through acquiring, fulfilling, and implementing an enhanced or heightened result with well-structured strategies that revolve around employee engagement, motivation, and retention, promising improved productivity.

Research Question

·        How do multicultural leaders perceive how leadership style impacts the employee turnover rate within different cultural groups in Broward County, Florida?

·        What are organizational leaders' perceptions of the retention strategies that most effectively help retain their employees in Broward County, Florida?

Research Design

The selected research design for this study is a qualitative. Qualitative research design is an assemblage of observations, interpretations, and descriptions of human actions to understand why individuals engage in these behaviors. Qualitative research is more descriptive than the actual nature is predictive. It is usually the scope for understanding participants' viewpoints; try to focus on the existence of their perception (VanderStoep & Johnson, 2009). The research design for this study aligns with a descriptive qualitative approach, aiming to provide rich and detailed insights into multicultural leaders' perceptions of leadership style and retention strategies. Semi-structured interviews will be conducted with 12-15 leaders from diverse organizational backgrounds to explore their perspectives in-depth. Qualitative methods are well suited for exploring complex phenomena such as leadership and retention, allowing for the exploration of nuances and contextual factors that may not be captured through quantitative surveys. Additionally, the relatively small sample size ensures a focused and in-depth examination of participants' experiences and viewpoints, facilitating a thorough understanding of the research questions. Therefore, qualitative research design was selected over quantitative design because it will help uncover the diverse perspectives of multicultural leaders and generate nuanced perspectives that can inform organizational practices and policies aimed at enhancing employee retention in multicultural workplaces.

Target Population, Sampling Method, and Related Procedures

The Broward County Public School website outlines that it has about 34,000 workers in all employment sectors, and both are the largest employers in the county. Most of the study’s population shall be from Broward education community, an ethnically diverse group of teachers and support staff. Having some access to the population, shall make the research more convenient. The sampling strategy for this study will involve purposeful sampling of multicultural leaders who hold positions of leadership within their respective organizations. Purposeful sampling allows for the selection of participants who possess the specific characteristics and experiences relevant to the research questions, ensuring that the sample is representative of the target population. In this case, participants will be selected based on their multicultural background and leadership roles, ensuring diversity in perspectives and experiences. Criteria for inclusion may include factors such as cultural background, years of leadership experience, industry sector, and organizational size. Essentially, the approach shall enable the study to benefit from diverse rich perspectives from various leaders in the county. This diverse pool of participants shall include various leaders from various organizational levels, such as frontline supervisors, mid-level managers, and senior executives, to capture a comprehensive understanding of leadership dynamics across different hierarchical levels.

Instrumentation

The instrumentation for this study will primarily consist of a semi-structured interview guide designed to elicit detailed responses from multicultural leaders regarding their perceptions of leadership style and retention strategies. The interview guide will be developed based on the research questions and objectives, as well as relevant literature on leadership, diversity, and retention. Sample questions may include inquiries about leaders' approaches to managing diverse teams, their perceptions of the impact of cultural differences on employee turnover, and their strategies for enhancing employee retention in multicultural environments. The questions shall also explore leaders' views on the effectiveness of various retention initiatives, such as career development programs, mentorship opportunities, and diversity training. The interview guide will be flexible to allow for probing and follow-up questions, enabling the researcher to delve deeper into participants' responses and explore emergent themes.

Data Collection

Data collection for this study will involve conducting semi-structured interviews with 12-15 multicultural leaders. The interviews will be scheduled at mutually convenient times and conducted either in person, over the phone, or via video conferencing, depending on participant preferences and logistical considerations. Prior to the interviews, informed consent will be obtained from each participant, outlining the purpose of the study, confidentiality measures, and participants' rights. During the interviews, participants will be encouraged to share their perspectives openly and reflect on their experiences as leaders in multicultural contexts. The researcher will use the interview guide as a framework to explore key topics related to leadership style, cultural diversity, employee turnover, and retention strategies. Probing and follow-up questions will be used to clarify responses and delve deeper into emerging themes. All interviews will be audio-recorded with participants' consent and transcribed verbatim for subsequent analysis. Data collection will continue until data saturation is reached, ensuring that a comprehensive range of perspectives is captured.

Data Analysis Procedures

Lester et al. (2020) advised setting a road map for the analytical process of raw data to get through the sense. The selected approach is thematic analysis. The data analysis procedure for this study will involve a systematic approach to extract meaningful insights from the interview transcripts. Initially, the researcher will immerse themselves in the data through repeated readings of the transcripts, aiming to familiarize themselves with the content and identify recurring patterns and themes. Following this, an initial round of coding will be conducted, wherein segments of the data will be systematically labeled with descriptive codes representing key concepts or ideas related to the research questions. These codes will then be organized into potential themes, which will be iteratively refined and developed through a process of comparison and grouping of related codes. Throughout the analysis, the researcher will remain attentive to the nuances and complexities of the data, ensuring that the identified themes accurately capture the breadth and depth of participants' perspectives. Additionally, member checking may be employed to validate the findings and enhance the credibility of the analysis. Ultimately, the data analysis procedure aims to uncover meaningful insights into the perceptions of multicultural leaders on leadership style and retention strategies, contributing to a deeper understanding of these critical dynamics in diverse workplace settings. During the data analysis approach, major themes and common phrases are identified from the data collected to answer the research questions.

This study appealed to assumptions like trustworthiness, credibility, anything bogal, reliability, checking for data errors, transferability, dependability, confirmability, and error. Qualitative research concerns the accuracy of the findings from the perspective of the researcher, the reader, and the participants (Chance verified research, 2019). The study shall assume that the participants selected for the study represent a diverse range of multicultural leaders whose perspectives and experiences can provide valuable insights into the research questions. Secondly, it is assumed that the participants will provide honest and reflective responses during the interviews, contributing to the richness and depth of the data collected. The study also assume that the interview guide developed for the study adequately captures the key topics and areas of inquiry relevant to the research questions, facilitating comprehensive data collection. In addition, it is assumed that the qualitative thematic analysis approach employed for data analysis will effectively identify and interpret patterns and themes within the interview transcripts, yielding meaningful insights into the perceptions of multicultural leaders on leadership style and retention strategies. Finally, it is assumed that the findings of the study will be relevant and applicable to diverse organizational contexts, contributing to the existing body of knowledge on leadership, diversity, and employee retention. Collectively, these assumptions shall guide the research process and mold the interpretation of the study’s findings, hence, enhancing rigor, credibility, and reliability in the research outcomes with the ultimate goal of ensuring that the study findings can guide future research.

Limitations of the Research Design

Although the study shall generate insights, the research is also aware of the limitations of adopting a qualitative approach. Qualitative research design approaches such as purposeful sampling could lead to bias, which may affect the reliability of research findings. In addition, the study approach utilizes a small approach, which could essentially affect the credibility of research findings. The research shall make effort to ensure the participants are as representative as possible, ensure the interviews are thorough and in-depth in order to collect rich and detailed information, and reach out to as many potential participants as possible. Triangulation shall also be employed to enhance the credibility of research findings.

Expected Findings

The proposed study shall generate invaluable insights into the perceptions of multicultural leaders regarding leadership style and retention strategies in diverse organizational contexts. It is expected that multicultural leaders will emphasize the importance of inclusive leadership behaviors, such as empathy, cultural competence, and communication, in fostering employee engagement and retention. A majority of the interviewed leaders shall also highlight the significance of implementing tailored retention strategies that address the unique needs and preferences of diverse employees, such as career development opportunities, mentorship programs, and diversity training initiatives. The leaders will also underscore the role of organizational culture in shaping retention outcomes and emphasize the need for fostering inclusive and supportive work environments that value diversity and promote employee well-being. Overall, the expected findings aim to offer practical insights for organizations seeking to enhance employee retention and create inclusive workplaces that foster the success and satisfaction of a diverse workforce.

Ethical Issues

In conducting this study, several ethical considerations must be carefully addressed to ensure the rights and well-being of participants are upheld and that the research is conducted with integrity and respect. The first aspect to be considered for this study is informed consent, which must be obtained from all participants, outlining the purpose of the study, the voluntary nature of participation, and any potential risks or benefits involved. Participants shall be fully informed about the confidentiality measures in place to protect their identity and the use of data for research purposes only. Effort shall also be made to minimize any potential harm or discomfort to participants, such as ensuring that sensitive topics are approached with sensitivity and offering support services if needed. Moreover, the researcher shall maintain transparency and honesty throughout the research process, accurately representing the study's aims, procedures, and findings. Any conflicts of interest or biases must be disclosed, and steps taken to mitigate their influence on the research outcomes. In addition, the study shall respect the privacy and confidentiality of participants, with measures in place to securely store and anonymize data to prevent unauthorized access or disclosure. Finally, ethical guidelines and regulations, such as those outlined by institutional review boards or professional associations, must be adhered to at all stages of the research process to ensure ethical conduct and accountability. When researching this topic, it is necessary to use unconscious bias management to develop performance and ensure reliance, objectivity, and validity. Any research inevitably raises ethical issues, but it does nevertheless require deep cavitation during the research. This study considered ethical issues applicable to data point collection. The diversity among ethical beliefs should be a significant reminder to the researcher to consider this as he prepares for multicultural social research. The foundation of ethics in research is rooted in the principles of respect for persons, beneficence, and justice, which are the three main tenets to be observed in research.

Ethical Issues in the Study

There will be so much awareness about cultural diversity and unconscious bias within a culturally diverse crew and through the research of their background at any place they encounter. Managing the hidden bias is important to ensure the best performance and trusted, valid, and objective views. An organization's approach to biases should be facilitated by being aware of various cultures' influences and working preferences to achieve future effectiveness (Lee & Kim, 2020). This paper discusses "potential risks of confidentiality and damage of participants' identities.". Proper consideration should be given to this with an attitude towards supposedly factoring it in the study design. Providing confidentiality to the participants and assuring them that the identity of the participants and their immediate personal details should not be part of their responses. This means that when they are presenting their responses, their effort to present their responses will be judged only by the cultural groups.

Due to the character of the research and the number of participants required for either study, there are no other viable options for the group wanting to participate in the experiment. No matter how minute, any research's ethical concerns must be thoroughly weighed. Besides quantitative data collection methods, qualitative data collection methods embody their ethical values. The items that construct deception while gathering the information were the reason for this study. The core ethics, namely respect for individuals, beneficence, and justice, must all be incorporated into your research process. However, in-depth health topics will be considered at different stages of the design process. The observation process was conducted on an ethical basis. Ethics demands the protection of the identity of the study subjects (Kanfer, 2009).

Chapter Summary

The chapter presents the research methodological framework for conducting the present research. Specifically, the research design selected for the proposed study is qualitative approach, more specifically descriptive qualitative research design. This approach is chosen because it aligns with the research questions and will help uncover rich and detailed insights into multicultural leaders' perceptions of leadership style and retention strategies in diverse organizational contexts. Semi-structured interviews are identified as the primary data collection method, allowing for open-ended exploration of participants' experiences and viewpoints. The approach for selecting participants for the research is purposeful sampling, which is employed because of feasibility concerns. The study shall interview 12-15 multicultural leaders who hold positions of leadership within their respective organizations, ensuring diversity in perspectives and experiences. The interviews are conducted either in person, over the phone, or via video conferencing, and informed consent is obtained from each participant. Data analysis follows a thematic analysis approach, involving systematic coding of the interview transcripts to identify recurring patterns and themes related to the research questions. The ethical considerations for the proposed research include informed consent, confidentiality, and participant well-being. Through this methodological framework, the study aims to generate valuable insights that can inform organizational practices and policies aimed at enhancing employee retention in diverse working arrangements.

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