Is this a reality? Occupational stress impacts on Employee Turnover Intention mediated by Democratic Leadership

  • Ahmad Tisman Pasha Bahauddin Zakariya University Multan
  • Shahroze Habib
  • Syed Faraz Ahmed Gilani
Keywords: Occupational stress, Democratic leadership and Employee Turnover Intention.



Purpose – Human Resource is an essential asset of any organization. Competent pool of employees imparts their potential for the success and sustainability of the organization but the democracy which prevail in some organizations render the potential of employees and employees suffered stress and anxiety which ultimately lead them towards quitting their jobs.

Design/methodology/approach – Self-administered, and online method for surveying was used the gathering of data of the Pakistani banking sector. The data were collected from the 315 respondents. 400 questionnaires were distributed but get back only 315 responses for analysis.

Findings – The structural model of Smart PLS and construct reliability and validity model were used which inclined towards the significant relationship between the variables. Results show that occupational stress and democratic leadership have contingent effect on the employee turnover intention.

Practical Implications – organizations should eradicate the occupational stress on employees. They should develop the self confidence among the employees. Democracy should be minimized, and employees should be rewarded according to their performance not favoritism. These practices can eliminate the turnover intentions from the mind of employees.

Originality/Value – This study suggests that Occupational stress is the important factors that influence directly on the Employee Turnover Intention and Democratic Leadership also mediated the effect of Occupational stress and Employee turnover intention.


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How to Cite
Pasha, A., Habib, S., & Gilani, S. (2023). Is this a reality? Occupational stress impacts on Employee Turnover Intention mediated by Democratic Leadership. Journal of Quantitative Methods, 7(1). Retrieved from