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A Study of the Relationship Between Servant Leadership, Micro-Aggression and Intention to Leave in IT Sector: Employee Resilience as Mediating Variable

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  • Mohamed Nazhif bin Ramlan

    (Universiti Teknologi MARA (UiTM), Malaysia)

  • Nursaadatun Nisak Ahmad

    (Universiti Teknologi MARA (UiTM), Malaysia)

  • Murni Zarina Mohamed Razali

    (Universiti Teknologi MARA (UiTM), Malaysia)

  • Azlina Hanif

    (Universiti Teknologi MARA (UiTM), Malaysia)

Abstract

In Malaysia’s rapidly evolving Information Technology (IT) industry, marked by increasing cyber threats and a scarcity of skilled cybersecurity professionals, this study explores the intention to leave among IT professionals. At the intersection of servant leadership, microaggressions, and employee resilience, it aims to unravel these factors’ relationships and their collective impact on turnover intentions. Emphasizing the lack of studies on race- based microaggressions, particular attention is given to microaggressions as workplace adversity. The research examines servant leadership, microaggressions, and employee resilience, focusing on cybersecurity companies in the Klang Valley region, capturing IT industry dynamics in Malaysia. Using Partial Least Square – Structural Equation Modeling (PLS-SEM), survey data from 385 IT professionals in Klang Valley was analyzed, revealing significant relationships: a positive relationship between servant leadership and employee resilience, a negative relationship between employee resilience and intention to leave, a negative relationship between servant leadership and intention to leave, and a positive link between microaggressions and intention to leave. Additionally, employee resilience was found to complementarily mediate the relationship between servant leadership and intention to leave. However, the hypothesized negative relationship between microaggressions and employee resilience, and the mediation effect of employee resilience between microaggressions and intention to leave, were not supported. The study also utilized PLS Predict to show that the variables can predict future research outcomes. Theoretically, this study enriches understanding by affirming servant leadership’s significance in explaining the nexus between employee resilience and intention to leave. Practically, by unraveling these associations, the research aims to provide organizations with insights to mitigate high turnover rates, potentially reducing hiring costs, training expenses, and overall operational outlays in the IT industry.

Suggested Citation

  • Mohamed Nazhif bin Ramlan & Nursaadatun Nisak Ahmad & Murni Zarina Mohamed Razali & Azlina Hanif, 2024. "A Study of the Relationship Between Servant Leadership, Micro-Aggression and Intention to Leave in IT Sector: Employee Resilience as Mediating Variable," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 8(11), pages 984-994, November.
    • Handle: RePEc:bcp:journl:v:8:y:2024:i:11:p:984-994
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    References listed on IDEAS

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    1. Adedapo Oluwaseyi Ojo & Olawole Fawehinmi & Mohd Yusoff Yusliza, 2021. "Examining the Predictors of Resilience and Work Engagement during the COVID-19 Pandemic," Sustainability, MDPI, vol. 13(5), pages 1-18, March.
    2. Helena Liu, 2019. "Just the Servant: An Intersectional Critique of Servant Leadership," Journal of Business Ethics, Springer, vol. 156(4), pages 1099-1112, June.
    3. Tai-Ming Wut & Stephanie-Wing Lee & Jing (Bill) Xu, 2022. "Role of Organizational Resilience and Psychological Resilience in the Workplace—Internal Stakeholder Perspective," IJERPH, MDPI, vol. 19(18), pages 1-14, September.
    4. Zhenyao Cai & Yimin Mao & Ting Gong & Ying Xin & Jiayun Lou, 2023. "The Effect of Servant Leadership on Work Resilience: Evidence from the Hospitality Industry during the COVID-19 Period," IJERPH, MDPI, vol. 20(2), pages 1-14, January.
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