Leadership Traits and Styles among Selected BPO Industries Vis-A-Vis Employees’ Retention and Performance: A Leadership Flexibility-Adaptability Model (LFAM)
DOI:
https://doi.org/10.5281/zenodo.22690876Keywords:
leadership traits, leadership styles, employee retention, employee performance, BPO industry, leadership flexibility-adaptability modelAbstract
This study examined the relationship of leadership traits and leadership styles with employee retention and performance among selected Business Process Outsourcing (BPO) companies in Barangay San Antonio, Pasig City, and used the findings as the basis for a Leadership Flexibility-Adaptability Model (LFAM). A convergent parallel mixed-method design was employed. The quantitative strand involved 359 employees from five BPO companies selected through quota sampling, while in-depth interviews with selected employees provided qualitative accounts of leadership experiences. A researcher-developed questionnaire, validated by academic and industry experts, obtained a content-validation mean of 4.78 and a pilot-test Cronbach's alpha of 0.98. Quantitative data were analyzed using frequency, percentage, weighted mean, Kruskal-Wallis tests with Dunn's post hoc comparisons, and Spearman's rho; interview data were analyzed thematically. Results showed that flexibility, capacity to motivate, decisiveness, and eagerness to accept responsibility were seldom practiced, whereas self-confidence was frequently practiced. Pacesetter and autocratic approaches were among the more frequently practiced leadership styles. Retention was strong in attendance/punctuality and job security but low in job satisfaction, work-life balance, and compensation/benefits. Performance was high in communication, work quality, and technical proficiency but low in need for achievement and working relationships. Leadership traits and styles were significantly related to both retention and performance, with the strongest association observed between leadership style and performance (ρ = .515, p < .001). Qualitative findings reinforced the importance of accountability, collaborative decision-making, recognition, feedback, and employee-centered support. The findings support LFAM as a context-responsive leadership framework for improving retention, performance, and organizational sustainability in BPO settings.
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