Leaders’ Extroversion and Employee Retention in Uganda’s Higher Education: Evidence from Kampala International University

Abstract

Higher education institutions have become more focused on employee retention because of the increased competition for qualified academic and administrative personnel, the mobility of the workforce and changing expectations of employees. The purpose of this study was to investigate the impact of leaders' extroversion on employee retention at Kampala International University. The study employed a mixed method with a convergent parallel research design guided by Personality Traits theory, Social Exchange theory, and Job Embeddedness theory. Structured questionnaires were used to gather quantitative data, and interviews and open-ended answers were used to get qualitative data from the key informants and university employees. The results showed extroversion was positive and statistically significant on employee retention (Estimate = 1.830, p < 0.001). Extroverted leaders strengthened retention through effective communication, team-building, employee engagement, trust, and positive relationships with employees within the workplace, causing employees to feel supported and valued at the institution. The study also found that if emotional intelligence and inclusive leadership are not tempered by excessive dominance and over-socialisation, then workplace relationships can be undermined. The study concludes that extroversion is a valuable leadership trait that can be used to enhance employee retention in university environments and that leadership development programs should be built to increase communication, emotional intelligence, employee engagement and inclusive leadership practices.