Abstract

Transformational leaders are believed to be able to take into account the needs of the organization and the individuals who are part of them. They are said to be able to communicate a vision of the organization and take into account the developmental and self-actualization needs of their followers. The processes that are required for the simultaneous development of the organization and individuals has an impact on career management, yet organizations appear to be shifting the responsibility onto the individuals' shoulders, claiming that they can no longer sustain these initiatives. This study attempts to determine whether transformational leaders impact the career management strategies that their followers adopt and whether these strategies lead to intentions to leave the organization. Using a framework proposed by Guthrie, Coate, and Schwoerer (1998) and transformational leadership theory, a web-based survey was conducted using a snowball sampling technique. One hundred and seventeen respondents rated their supervisor's leadership style, the career management strategies that they use, their aspirations, opportunities for advancement within their organization, and their intentions to leave. Findings suggest that transformational leaders influence career management strategies, yet these career management strategies do not impact intentions to leave. Implications and future research directions are discussed.