The Effect of Strategic Leadership on Retention and Creativity of Employee in Chinese Universities: Career Aspiration as A Mediator

Shengyu Gu

doi:10.54097/ijeh.v9i2.9936

Authors

Shengyu Gu

DOI:

https://doi.org/10.54097/ijeh.v9i2.9936

Keywords:

Strategic leadership, Employee retention, Employee creativity, Career aspiration, Chinese universities.

Abstract

This study investigates the relationship between strategic leadership, employee retention, creativity, and career aspirations in Chinese universities. Using a document analysis approach, we conducted a comprehensive review of existing literature on strategic leadership, retention, creativity, and career aspirations, and analyzed relevant documents such as policy statements, strategic plans, and employee surveys from several Chinese universities. Our analysis revealed that strategic leadership practices that emphasize employee development, communication, and empowerment have a significant positive impact on employee retention, creativity, and career aspirations. Specifically, leaders who provide clear career paths and growth opportunities, involve employees in decision-making, and offer regular feedback and recognition tend to foster higher levels of job satisfaction, commitment, and innovation among their staff. Furthermore, our findings suggest that career aspirations act as a key mediator in the relationship between strategic leadership and employee outcomes. Employees with high career aspirations tend to be more motivated, engaged, and innovative and are more likely to stay with an organization for a longer period. In contrast, employees with low career aspirations may be more likely to leave an organization, even if other factors such as compensation and benefits are favourable. Overall, our research highlights the importance of strategic leadership in promoting employee retention, creativity, and career aspirations in Chinese universities. We suggest that university leaders should prioritize the development of a supportive and empowering leadership culture, and invest in training and development programs to enhance leadership skills among managers and supervisors. Additionally, we recommend that universities take steps to create a work environment that fosters employee growth and innovation, such as offering flexible work arrangements, providing opportunities for skill-building and professional development, and establishing mechanisms for employee feedback and recognition. In conclusion, our study contributes to the growing body of research on strategic leadership, employee retention, and creativity in Chinese universities, and provides practical insights for university leaders seeking to improve employee outcomes and drive organizational success.

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