The Mediating Role of Ikigai at Work in the Relationship Between Transformational Leadership and Turnover Intention Among IT Employees

Sreedisha  A. K.; A.  Celina

doi:10.48161/qaj.v6n2a2254

Authors

Sreedisha A. K. Faculty of Management, SRM Institute of Science and Technology, Kattankulathur, Chengalpattu District, Tamil Nadu 603203, India. https://orcid.org/0000-0002-8116-0692
A. Celina Faculty of Management, SRM Institute of Science and Technology, Kattankulathur, Chengalpattu District, Tamil Nadu 603203, India. https://orcid.org/0000-0003-2483-9516

DOI:

https://doi.org/10.48161/qaj.v6n2a2254

Keywords:

Ikigai at work, transformational leadership, turnover intention, IT sector, employee retention, meaningful work, PLS-SEM.

Abstract

High employee attrition and disengagement remain major challenges in the Indian information technology (IT) sector, creating an urgent need for effective leadership and retention strategies. This study investigates the mediating role of Ikigai at work in the relationship between transformational leadership and turnover intention among IT professionals. Rooted in the Japanese concept of purpose and meaning in life, Ikigai is examined as a psychological resource that may enhance employee engagement and reduce turnover intention. A quantitative research design was adopted using survey data collected from 362 IT professionals in India. Established and validated measurement scales were employed to assess transformational leadership, Ikigai at work, and turnover intention. The proposed relationships were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM). The findings reveal that transformational leadership has a significant positive effect on employees’ sense of Ikigai at work, while Ikigai demonstrates a significant negative relationship with turnover intention. Furthermore, the direct relationship between transformational leadership and turnover intention was found to be statistically non-significant after introducing Ikigai, indicating a full mediating effect. These results suggest that transformational leaders contribute to employee retention primarily by fostering a sense of meaning, purpose, and fulfillment at work. The study contributes to leadership and organizational behavior literature by integrating Ikigai into employee retention models within the IT context. It extends existing knowledge on psychological resources and meaningful work by demonstrating the importance of purpose-driven leadership in reducing turnover intention. Practically, the findings provide valuable implications for organizations seeking to improve employee retention through leadership development initiatives, meaningful work practices, and psychologically supportive workplace environments.

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