Transformational Leadership, Job Demands, and Turnover Intentions in Pakistan’s IT Sector

Abstract

This study examines whether work–family conflict (WFC) and job stress (JS) raise turnover intention (TI) among software professionals in Pakistan’s IT sector, and whether transformational leadership (TL) moderates these relationships. Cross-sectional survey data from 325 full-time software engineers and programmers in Lahore were analyzed using partial least squares structural equation modeling in SmartPLS, with 5,000-subsample bootstrapping and two-stage estimation of the interaction terms. WFC (β = .123) and JS (β = .254) were both significant positive predictors of TI, and TL had a strong negative direct effect (β = −.307). TL did not buffer either demand: its interaction with WFC was non-significant, and its interaction with JS was significant but amplifying, strengthening rather than weakening the stress–turnover link. TL supports retention mainly through its direct effect rather than by offsetting job demands. Firms should not rely on leadership development alone; structural measures such as workload management, realistic deadlines, and adequate staffing remain essential.