Perspectives of Contingency Leadership and Employee Turnover Post-COVID-19 in Louisiana: A Basic Qualitative Study

Date

2024-09-15

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Abstract

The problem was high employee turnover in the post-COVID-19 public health emergency period. The purpose was to explore the role of contingency leadership's impact on employee turnover in a healthcare organization in Louisiana in the post-COVID-19 public health emergency period. This research was conducted to address the knowledge gap on contingency strategies for leadership and staff attrition post-COVID-19 public health emergency. The theoretical framework of this research was grounded in the principles of contingency and transformational leadership theories. These theories facilitated the investigation of the research questions and the examination of the literature evaluation. The research inquiries were on leaders' impact on employee retention, and employees' perceptions of leaders who effectively demonstrated contingency leadership in keeping workers. Basic qualitative research method was employed to comprehend employee perspectives on leadership and turnover following the COVID-19 pandemic. The target population consisted of 15 employees. Purposive sampling was employed to select participants who have valuable insights and experiences with leadership during and after the pandemic. Information on the impact of contingency leadership on staff resignations was collected through semi-structured interviews. Member verification was performed to ascertain precision of data obtained from participants. The data was extracted using Otter.ai and analyzed with MAXQDA applications to detect major themes. The results include recommendations on how contingency leadership influences work atmosphere, perks, collaboration, and methods of leadership in the backdrop of the COVID-19 pandemic to reduce staff turnover.

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Contingency leadership, Employee Retention, Employee Turnover, COVID-19, Intention to Quit, Leadership

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