Exploring the optimum leadership style for talent retention within a faculty at a higher education institution

Abstract

Talent retention in higher education has become extremely significant in recent years as higher education institutions (HEIs) find it challenging to attract and retain academic talent in a highly competitive environment. Academic leadership significantly impacts promoting, attracting, and retaining of academic talent in HEIs. This study aimed to determine, through empirical research, the optimum leadership style for talent retention within a faculty at a South African HEI. Further, this study sought to determine the factors that cause talented employees to leave HEIs and to identify suitable talent management strategies to successfully retain academics within the institution. A qualitative descriptive research design was employed for the purposes of this study, with interpretivism as its foundation. Using purposeful sampling, eight lecturers at the institution were selected for individual interviews using Microsoft Teams. The researcher adhered to all Protection of Personal Information (POPI) Act-mandated ethical concerns and regulations. Prior to the study, ethics approval was acquired from the relevant ethics committee to ensure that ethical conduct was maintained throughout all phases of the study. The data recordings were transcribed verbatim. Using content analysis, the researcher coded and categorised the data into themes and subthemes, which were validated by the literature. Four themes and nine subthemes were identified. The four themes included (1) reasons why academics leave the organisation, (2) factors that prevent academics from leaving the organisation, (3) talent retention of academics in an organisation, and (4) specific leadership attributes needed to retain academics during the COVID-19 pandemic or during times of uncertainty. The findings revealed that the leadership style of current managers, the workplace environment and the organisational culture all contribute to academics wanting to leave their current employment. Moreover, specific leadership styles, conducive working conditions and development opportunities for academics were identified as factors preventing academics from leaving the organisation. Lastly, the specific leadership qualities and talent management strategies to successfully retain academics were described.

Based on the findings, the following recommendations were made regarding talent retention in the context of SA higher education: (1) HEIs should prioritise the formulation of appropriate compensation packages and incentives for academic employees, (2) teamwork among employees and management should be fostered, (3) academic mentorship and leadership development programmes need to be implemented, and (4) a culture of continuous learning and development should be encouraged within the organisation. Lastly, career path development and succession planning should be strengthened and reinforced, and a healthy work-life balance should be maintained.