Background. Realizing the strategic value of human capital and the costs associated with losing valued employees, organizations must place greater emphasis on staff turnover issues. The severe economic downturn faced by Egyptian organizations especially after the 25th of January revolution impelled organizations to strive for sustaining their talents and minimizing their costs.
Research aim. This paper examines the positive impacts of the transformational leadership style on employee engagement and their ultimate impact on an employee's intention to quit an organization. Method. Data was mainly collected from 500 employees in Vodafone Egypt. A non- experimental quantitative research design was mainly used for the purpose of this study. The approach is concerned with testing objective theories deductively by examining the relation- ship among different variables (transformational leadership, employee engagement and inten- tion to quit) without any kind of manipulation or control of any of the variables. Various standard statistical tools were used to interpret the data.
Reg findings. The results have shown statistically significant relationships between the
3 constructs of transformational leadership, employee engagement and intention to quit. A significantly positive relationship was found between transformational leadership and employee engagement. A significantly negative relationship was found between transforma- tional leadership and intention to quit. There was also a significantly negative relationship found between employee engagement and intention to quit. The validation of the mediating effect of employee engagement in the relationship between transformational leadership and intention to quit denotes the importance of interventions aimed at engaging employees.
 

Background. Realizing the strategic value of human capital and the costs associated with losing valued employees, organizations must place greater emphasis on staff turnover issues. The severe economic downturn faced by Egyptian organizations especially after the 25th of January revolution impelled organizations to strive for sustaining their talents and minimizing their costs.
Research aim. This paper examines the positive impacts of the transformational leadership style on employee engagement and their ultimate impact on an employee's intention to quit an organization. Method. Data was mainly collected from 500 employees in Vodafone Egypt. A non- experimental quantitative research design was mainly used for the purpose of this study. The approach is concerned with testing objective theories deductively by examining the relation- ship among different variables (transformational leadership, employee engagement and inten- tion to quit) without any kind of manipulation or control of any of the variables. Various standard statistical tools were used to interpret the data.
Reg findings. The results have shown statistically significant relationships between the
3 constructs of transformational leadership, employee engagement and intention to quit. A significantly positive relationship was found between transformational leadership and employee engagement. A significantly negative relationship was found between transforma- tional leadership and intention to quit. There was also a significantly negative relationship found between employee engagement and intention to quit. The validation of the mediating effect of employee engagement in the relationship between transformational leadership and intention to quit denotes the importance of interventions aimed at engaging employees.