1914 23271 1 PB

SA Journal of Human Resource Management
ISSN: (Online) 2071-078X, (Print) 1683-7584

Page 1 of 13 Original Research
Leadership talent mindset as a catalyst for talent

management and talent retention: The case of
a Botswana local government institution
Authors: Orientation: Talented employees play an essential role in the service performance of local
Emmerentia N. Barkhuizen1
government institutions. Unfortunately, talent management remains a neglected practice
Refilwe L. Masale2
within the local government, mainly because of the absence of leadership talent mindsets.
Affiliations:
1
Department of Industrial Research purpose: The main focus of this research study was to determine how leadership
Psychology and People talent mindset influences talent management and voluntary turnover intentions of employees
Management, College of in a Botswana local government institution.
Business and Economics,
University of Johannesburg, Motivation for the study: Research on the predictive relationships between leadership talent
Johannesburg, South Africa mindset, talent management and voluntary turnover intentions is yet forthcoming in the
Botswana context.
2
Department of Industrial
Psychology and Human Research approach/design and method: The researchers followed a quantitative research
Resource Management,
approach. Data were collected from a stratified random sample of employees (N = 405) from
Faculty of Economic and
Management Sciences, a Botswana local government institution. A leadership talent mindset scale, talent
North-West University, management measurements and voluntary turnover intentions questionnaire were
Mmabatho, South Africa administered.
Corresponding author: Main findings: The results showed a weak leadership talent mindset towards talent
Nicolene Barkhuizen,
management. A leadership talent mindset significantly predicted poor talent management
[email protected]
practices and voluntary turnover intentions. Talent development moderated the relationship
Dates: between the leadership talent mindset and voluntary turnover intentions.
Received: 18 Feb. 2022
Accepted: 24 May 2022 Practical/managerial implications: Leaders need to adopt the appropriate talent mindsets to
Published: 30 Aug. 2022 implement those talent management practices that will retain key and competent talent in
local government institutions.
How to cite this article:
Barkhuizen, E.N., & Masale, Contribution/value-add: This research study advances empirical knowledge on the
R.L. (2022). Leadership
talent mindset as a catalyst
importance of leadership in facilitating effective talent management in local government.
for talent management and
Keywords: developing countries; leadership talent mindset; local government, talent
talent retention: The case
of a Botswana local management, voluntary turnover intentions.
government institution.
SA Journal of Human
Resource Management/SA
Tydskrif vir
Introduction
Menslikehulpbronbestuur, The importance of talented employees in the service performance of public sector institutions is
20(0), a1914. well documented (Kravariti, Tasoulis, Scullion, & Alali, 2022). According to Keller and Meaney
https://doi.org/10.4102/
(2017), superior talent is up to eight times more productive than average employees. As such, an
sajhrm.v20i0.1914
investment in talent is imperative to achieve the strategic aims and purpose of the public sector:
Copyright: improved goods and services for the community (Izard-Carroll, 2016; Lee, 2021). Al Rina and Atan
© 2022. The Authors. (2020) maintain that institutions are more likely to achieve sustainable organisational performance
Licensee: AOSIS. This work
when managing their human capital effectively and efficiently. Public sector leaders should
is licensed under the
Creative Commons arguably support those employees who can provide effective and efficient performance (Thomas,
Attribution License. 2015; Thunissen & Buttiens, 2017). Therefore, leadership should commit to talent management
and align talent imperatives with institutional goals (Karthikvel & Samydoss, 2019). Public sector
institutions, however, seem to adopt more reactive approaches toward talent management (Mello
& Makamu, 2021) and could face drastic talent shortages as the competition for scarce skills
Read online: increases (Thunnissen & Buttiens, 2017). Mey, Poisat and Stindt (2021) postulate that enabling
Scan this QR leadership behaviours and practices are essential to engage and retain workplace talent.
code with your
smart phone or
mobile device The main focus of this research study was to determine how the leadership talent mindset
to read online.
influences talent management and the voluntary turnover intentions of employees in a Botswana
http://www.sajhrm.co.za Open Access

local government institution. More specifically, we explored research also advances contextual knowledge on talent
the following: management by considering the work environment in which
• What is the current leadership talent mindset in a local government on the African continent, specifically
Botswana local government institution? Botswana, operates (Cheteni & Shindika, 2017; Marobela,
• To what extent does the current leadership talent mindset 2020). An extensive literature review showed limited research
influence talent management in a Botswana local on talent management in the Botswana context and its
government institution? antecedents and outcomes. This research further emphasises
• To what extent does the current leadership talent mindset the strategic importance of leadership in facilitating effective
influence the voluntary turnover intentions of employees talent management practice in local government and curbing
in a Botswana local government institution? voluntary turnover because of inadequate talent management.
• To what extent does talent management influence the
voluntary turnover intentions of employees in a Botswana Next, the literature review is presented on the leadership
local government institution? talent mindset, relevant talent management practices and
• Does talent management moderate or mediate the voluntary turnover within local government institutions.
relationship between the leadership talent mindset and Thereafter, the research design adopted for this study is
voluntary turnover intentions of employees in a Botswana explained, followed by the results of the study. Finally, this
local government institution? study concludes with a discussion of the results and
recommendations for research and practice.
According to Muyia, Welkullo and Fredrick (2018), talent
management is essential for emerging markets such as Literature review
Botswana, where countries rely on scarce and critical skills
for economic sustainability and competitiveness. Currently,
Leaders’ talent mindset towards talent
there is no consensus on talent management practices or
management
models that can guide the effective implementation of talent Talent management starts with leadership believing that
management in local government institutions, albeit the talented employees are the organisation’s most essential and
strategic importance thereof (Luna-Arocas & Lara, 2020). valuable assets and worth investing in (Chandrasekar &
This leaves policymakers with few options and guidelines Zhao, 2015). The talent mindset is grounded in the positive
for optimising and managing talented employees for local psychology paradigm and refers to ‘the attitudes, beliefs,
government sustainability and service performance (Mabope, values and expectations that leaders hold that serve as the
2018). Therefore, it is not surprising that the Global foundation of who they are, how they lead and how they
Competitiveness Report ranks sub-Saharan African countries interact with a team’ (Hussain, 2016, p. 1). Welby-Cooke
poorly in human capital development (Schwab & Zahidi, (2010) validated a talent mindset measure and found that
2020). Moreover, the need exists for more leadership leaders should drive aspects such as talent management
prominence and competence in African enterprises that can strategies, talent acquisition and talent retention practices.
drive the sustainable goals and vision for the continent Luna-Arocas and Morley (2015) classified talent mindset
through talent (Cheteni & Shindika, 2017; Lerutla & Steyn, competence in terms of organisational value and goal
2021). Shingenge and Saurombe (2022) mentioned that alignment, management talent mindset, talent application
limited empirical information exists on leadership viewpoints through daily behaviours, talent autonomy and talent
and perceptions regarding local government institutions in development. Mahfoozi et al. (2018) developed and
sub-Saharan Africa. According to Marobela (2020), the confirmed a four-dimensional model for talent mindset
general leadership crises in Africa and Botswana limit within the public sector, consisting of talent attraction,
organisations from achieving their goals and employees identification and talent development of positive
from realising their full potential. relationships. Combined, the authors of this study can
conclude that a leadership talent mindset is deeply rooted in
This research study contributes to closing the knowledge gap a person’s personality, values and behaviours, which
on talent management research in public sector institutions, translates into the ability to effectively implement talent
especially in emerging markets (Jawali et al., 2021). Most management practices.
research favours talent management in private sector
institutions where talent and its management can be Talented employees perform best when leaders empower
quantified through profits (Kravariti et al., 2022). However, them through continuous career development, succession,
public sector institutions operate in a unique environment inclusivity, participative decision-making and autonomy
and are more rigidly regulated through government (see Damer, 2020; Mey et al., 2021; Sadeli, 2012). In addition,
regulations than private companies (Kravariti & Johnson, talented employees flourish in environments where they can
2020). As a result, many public sector leaders have the relate to their workplace’s leadership vision, mission and
daunting task of navigating talent in a third-world workplace strategy (Mokgojwa, 2019). The success of the entire talent
environment characterised by bureaucracy, poor management process is thus dependent on the leadership
infrastructure, budget cuts and corruption (Fillipus & mentality and commitment to the talent management
Schultz, 2019; Mello & Makamu, 2021). Therefore, this philosophy, policy and practice (Du Plessis, Barkhuizen,

Stanz, & Schutte, 2015). Therefore, government leaders mobility. Applied within the Botswana context, a study by
should adopt the appropriate talent mindset and create a Seitio-Kgokgwe, Gauld, Hill and Barnett (2016) revealed that
sound talent management architecture to achieve institutional the public health sector in Botswana experienced inadequate
and organisational outcomes (Shingenge & Saurombe, 2022). planning, poor deployment and underutilisation of staff.
Molokwane (2019) observed a gradual improvement in
Applied within the public sector and local government workforce planning to ensure that the demand and supply of
context, the available research shows that the leadership human resources are met in the designated public sector
talent mindset still needs to mature (see Mahfoozi, Salajegheh, institutions in order to achieve the National Development
Ghorbani, Sheikhi, 2018; Mahlahla, 2018; Shingenge & goals of Botswana.
Saurombe, 2022). Public sector leaders appear to have
varying perspectives and comprehension of workplace talent Talent acquisition
management (Shabane, 2017). Leadership talent mindsets Talent acquisition is a strategic initiative that identifies,
should focus on desirable public sector performance and attracts and hires talent to meet organisational needs
retention (Mahfoozi et al., 2018). Matobako and Barkhuizen effectively and efficiently (Parthasarathy & Pingle, 2014). The
(2017) found that a poor leadership talent mindset enhanced ability of public sector institutions to attract talent depends
the voluntary turnover intentions of junior correctional on a solid employment brand reputation underpinned by a
officials in the South African public sector. A study by compelling talent value proposition (Saurombe & Barkhuizen,
Shingenge and Saurombe (2022) showed that leaders who 2020). The extent to which employees can identify themselves
lacked the mindset and commitment towards talented with local government institutions in particular is a powerful
employees adversely impacted the talent management of indicator of their brand strength (Ramgoolam, 2016).
local government institutions in the Namibian context. According to Leijerholt (2019), employment branding is a
neglected practice for local government institutions
Talent management practices in local and requires a more distinctive approach to differentiate
government institutions themselves as an employer of choice. Mabope’s (2018) study
An extensive review of the literature on talent management revealed that local government institutions’ recruitment and
within the public sector and local government sector contexts selection functions are merely focused on filling vacancies
mainly revealed the following six talent management practices: and not on acquiring the necessary skills and competencies.
workforce planning, talent acquisition, talent development, Tetik (2016) advises that organisations should instead follow
talent performance management, talent compensation and the appropriate channels to acquire talent. According to
talent retention strategies. The following section presents an Kalav-Idrisoglu (2014), failure by public institutions to recruit
overview of these practices and their relevance to the public the appropriate quantity and quality of human resources
sector and local government institutions. results in negative consequences such as poor service delivery
and reputational risk. As a result, local government
Workforce planning institutions should implement integrated and optimised
talent acquisition practices to employ those talents that can
According to the resource-based view of talent management,
strategically contribute to the organisation (Erickson,
a workplace’s direct source of competitive advantage lies in its
Lamoureux, & Moulton, 2014).
intangible internal assets, namely talent (Davis & Simpson,
2017). Talented individuals in this context are characterised by
value, rareness and inimitability (Tetik, 2016). The ongoing Talent development
‘war’ for scarce talent requires local government institutions Rapid societal changes and transformations emphasise the
to be more proactive in anticipating and planning their future importance of local government employees to be equipped
workforce resource needs (Stuss, 2020). Workforce planning with the skills to meet the changing demands of communities
ensures that well-resourced employees are recruited to (Cloete, 2016). Talent development refers to targeted employee
perform the required community duties for local municipalities training to prepare them for future organisational activities
(2018). Al-Qudah, Obeidat, Shrouf and Abusweilem (2020) (Marchington, 2015). Dalayga and Baskaran (2019) view
found that strategic human resource planning enhances public talent development as a method to create solid succession
sector productivity, employee satisfaction and reputation, planning instead of talent replacement. In short, talent
whilst also reducing operating costs. In contrast, neglected development involves activities to nurture talent (Bolander,
human resource planning contributes to a lack of expertise Werr, & Asplund, 2017). According to Acar and Yener (2016),
and subsequently poor performance in local government institutions’ learning capabilities and strengths are pivotal to
institutions (Moyo, 2015). creating a high-performance and innovative culture that
optimises workplace talent. Mohammed, Hafeez-Baig and
Organisations should forecast future talent demand and Gururajan (2019) assert that talent development contributes
workforce supply to ensure sustainable performance (Moheb- to the retention of highly qualified employees, increases
Alizadeh & Handfield, 2017). According to Theys and Schultz brand reputation and improves public sector institutions’
(2020), workforce planning interventions in public sector cash flow. Two principles guide talent development in local
institutions are hampered by shrinking talent pools, isolated government (Qhibi, 2017). Firstly, the provincial government
emphasis on recruitment and selection and geographical should continue developing talented and experienced

individuals to keep them up to date with changes in their benefits greatly influenced employee turnover intentions in
respective fields. Secondly, the local government should pay the public sector, whereas salaries, combined with gratuity
special attention to new and inexperienced employees to and pension, positively impacted employee attraction.
instil pride in their work. Mashala and Kisumbe (2020) Namweda (2017) revealed that public sector employees
showed that training and development interventions are opted for better remuneration packages elsewhere
pivotal to enhancing leadership competence and quality in with performance-related incentives and market-related
Tanzanian local government authorities. remuneration. Performance-based pay and monetary
incentives should therefore be considered the cornerstone
Talent performance management of public sector managerial reforms (Spano & Monfardini,
Local government institutions in sub-Saharan Africa are 2017)
constantly criticised for their inability to meet the service
requirements of the broader public (Masiya, Davids & Talent retention strategies
Mangai, 2019). Ndevu and Muller (2018) opine that Talent retention has been receiving more attention in recent
performance management can be a valuable tool to improve years because of the costs associated with turnover and the
local government service delivery. Although performance significant loss of productivity (Amushila & Bussin, 2021).
management is mandated through various legislative According to Traveler (2019), an investment in talent
frameworks, local government institutions lack the retention, especially talent pipeline development, is
institutional culture to implement and support performance imperative in times of economic uncertainty. However, the
management systems and practices (Parkies, 2015). Seabi available research studies show that talent retention strategies
(2020) found various gaps in local government talent are generally neglected in the Southern African public sector
management practice, such as poor performance planning institutions and instead dealt with in a reactive manner
and budgeting, incomplete and inaccurate performance (Lesenyeho, 2017; Mokgojwa, 2019; Shipena, 2019). A research
reporting and misalignment between strategic and operational report by Mzezewa (2019) showed that most municipalities
performance management activities. Mpabanga (2016) found in South Africa lack talent retention policies and cannot retain
that a lack of performance monitoring and evaluation skills in scarce skills. Bwowe (2015) found that the absence of clearly
Botswana local government institutions and poor supervision, articulated and integrated talent strategies results in a higher
poor conditions of service and a weak work ethic contributed retention rate among municipal employees. Research by
to the ineffective use of performance management systems Theron (2015) highlighted the importance of having proactive
and tools. According to Smit (2015), effective system, policy talent retention conversations as a strategy to prevent
and process implementation are critical for improved voluntary turnover intentions. Likewise, Boonbumroongsuk
performance management in local government institutions. and Rungruang (2022) recommend more effective talent
Abana and Brenya (2021) further state that performance management strategies for better institutional investments in
management in local government can only be effective with its people.
leadership support at all levels. A lack of performance
recognition is a critical factor contributing to employee Voluntary turnover
turnover (Mngomezulu, Challenor, Munapo, Mashau, & Voluntary turnover refers to an employee’s decision to leave
Chikandiwa, 2015). a job of choice (An, 2019). Globally, voluntary turnover
intentions amongst public sector employees are escalating at
Talent compensation an alarming rate (Gan, Lin, & Wang, 2020; Tran, Nguyen,
According to Makridis (2021), a common perception Nguyen, & Ton, 2020; Wynen, Boon, & Verlinden, 2022).
prevails that government institutions face a severe shortage Moreover, work environments are currently characterised
of skilled workers driven by uncompetitive salaries. by the ‘Great Resignation’ trend. An extensive study by Sull,
Although government jobs in Botswana are considered to Sull and Zweig (2022) showed that toxic workplace cultures
provide lucrative and stable employment, they face stiff cause high voluntary turnover rates, job insecurity and re-
competition from private for-profit companies in attracting organisation, high levels of innovation resulting in overwork,
early-career talent who prefer extrinsic rewards (Ng, failure to recognise performance and poor response to
Gossett, Chinyoka, & Obasi, 2016). Ogony and Majola (2018) COVID-19. Employee perceptions of talent management
found that unsatisfactory salaries are one of the primary practices and their effectiveness play an essential role in
reasons employees leave public service departments in their decision to remain within an organisation
South Africa for the private sector. The compensation of (Boonbumroongsuk & Rungruang, 2022; Johennesse &
employees should therefore become a strategic priority for Chou, 2017). Leadership, furthermore, plays an important
government institutions if they are to retain scarce skills facilitating role between perceived talent management
and remain sustainable (Larkin, 2019). More specifically, practice and voluntary turnover in government institutions
Mumbauer et al. (2021) showed that benefit packages (i.e. (Kravariti et al., 2022; Mangisa, Schultz, & Van Hoek, 2020).
medical aid, pension and housing allowances) had a more In addition, talent management practice plays a causal role
significant effect on job preferences within the South African between organisational talent management culture and the
public health sector compared with salary increases. Salisu voluntary turnover intentions of local government staff
(2016) found that employee benefits such as gratuity and (Masale, 2021).

Towards a hypothesised model for H04: Talent management does not moderate the relationship
between the leadership talent mindset and voluntary turnover.
this study Ha4: Talent management moderates the relationship between the
The researchers propose the following hypothesised model leadership talent mindset and voluntary turnover intentions.
for this study, based on the preceding discussion (see H05: Talent management does not mediate the relationship
Figure 1). The model starts from the premise that the extent between the leadership talent mindset and voluntary turnover
to which government leaders adopt a talent mindset can intentions.
either promote or reduce the perceived effectiveness of Ha5: Talent management mediates the relationship between the
talent management practices in the Botswana local leadership talent mindset and voluntary turnover intentions.
government institution (see Damer, 2020; Mey et al., 2021;
Sadeli, 2012). Likewise, the leadership talent mindset can
either prevent or enhance the voluntary turnover intentions Research approach
of local government employees (Matobako and Barkhuizen, The researchers followed a quantitative research approach,
2017; Mahfoozi et al., 2018; Shingenge & Saurombe, 2022). using surveys to collect the data. Quantitative research was
Furthermore, talent management practices play a deemed the most suitable method to answer the research
significant role in the decision of employees to remain with problem posed for this study and test the hypothesised
a specific organisation (Boonbumroongsuk & Rungruang, relationships between the identified variables (Sanders, Cogin
2022; Johennesse & Chou, 2017). Talent management & Bainbridge, 2014). A cross-sectional research design was
practices (i.e. workforce planning, acquisition, used, which is ideal for testing relationships between variables
development, performance management, compensation based on data collected at a single point (Field, 2019). This
and strategies) can play an intervening role (i.e. mediating study adheres to the positivist research paradigm. Positivist
or moderating role) between leadership talent mindset and enquiry generates explanatory associations or causal
voluntary turnover of local government employees relationships between phenomena, such as the talent mindset,
(Kravariti et al., 2022; Mangisa, Schultz, & Van Hoek, 2020). talent management practices and voluntary turnover
It is worth mentioning that research on the moderating or intentions in this study (see Bonache & Festing, 2020). The
mediating role of talent management is inconclusive as far positivist paradigm is therefore well suited to achieve the
as the inter-relationships between leadership talent study’s objectives.
mindset, talent management and voluntary turnover are
considered. Therefore, the researchers will test both the
moderating and mediating capacity of talent management Sampling
in the relationship between leadership talent mindset This study’s target population of interest included all
and voluntary turnover intentions of local government employees of a specific town council located within a Botswana
employees. local government institution. A total of 650 questionnaires
were distributed, of which 405 completed and returned, with
The following hypotheses are formulated for this study: a response rate of 62.30%. From the sample descriptions, it
H1: Leadership talent mindset is a significant positive predictor of was evident that most of them were female respondents
talent management practices (i.e. workforce planning, talent (55.3%), with Setswana as their mother tongue (99.8%) and
acquisition, talent development, performance management, aged between 40 and 49 years (66.4%). The majority of the
compensation and retention strategies).
participants had a certificate or diploma (48.63%) and were
H2: Leadership talent mindset is a significant negative predictor employed as operational staff (39.76%). The participants had
of voluntary turnover intentions. work experience of 14–29 years (39.76%) and worked between
H3: Talent management is a significant negative predictor of 31 and 40 h per workweek (90.6%). About 71.6% did not have
voluntary turnover intentions. a chance for promotion in the last 5 years.
Talent management Measuring instruments

Talent development The following measuring instruments were used in this
Talent attraction
Talent compensation study:
Talent workforce
planning
Talent performance Leadership talent mindset: The researchers developed and
management adapted a leadership talent mindset scale based on the
H1 Talent retention
strategies
H3 available literature. The scale is one-dimensional and consists
of eight items, such as, ‘[m]y leader supports my individual
career development’ and ‘I can communicate easily with my
leader’. Responses were collected on a six-point Likert scale
Leadership talent H2 H4 Voluntary turnover ranging from 1 = Strongly Disagree to 6 = Strongly Agree.
mindset intenons
The scale was distributed to subject matter experts to confirm
H5
the content validity. The reliability of the leadership talent
FIGURE 1: Hypothesised model for the study. mindset measure will be confirmed in this study.

Talent management measure: The researchers adapted a means, standard deviation, skewness and kurtosis),
talent management questionnaire based on the Human exploratory factor analyses, reliability analyses and linear
Capital Measure (Human Capital Institute, 2008) and a regression analyses. The researchers used the guidelines of
General Job Characteristics Measure (Barkhuizen, 2005) to Cohen (1988) of α ≥ 0.70 to establish the reliability of the
assess the most frequently cited talent management practices underlying factors of the measuring instruments. The
for local government institutions in the literature. The guidelines of Baron and Kenny (1986) were applied to
questionnaire measured six talent management practices with determine the moderation and mediation effects between
27 items. Responses were collected on a six-point Likert scale leadership talent mindset, talent management and retention.
ranging from 1 = Strongly Disagree to 6 = Strongly Agree. The According to Baron and Kenny (1986), moderation analyses
talent management practices included talent development consist of four steps: testing the predictive relationships
(five items, such as, ‘[m]y job offers me opportunities for between (1) the predictor and dependent variable; (2) the
personal growth and development’), compensation and moderator and dependent variable; (3) the predictor,
benefits (four items, such as, ‘I am fairly compensated for the moderator and dependent variable; and (4) the predictor,
work that I do’), talent acquisition (four items, such as, ‘[m]y moderator, interaction variable (predictor × moderator
organisation can attract top talented employees’), talent variable) and dependent variable. All variables are centred
performance management (six items, such as, ‘I receive on preventing or reducing multicollinearity (Cohen, 2008).
sufficient information on the results of my work’), talent Moderation occurs when the interaction variable is
workforce planning (four items, such as, ‘[m]y organisation significant. Mediation analyses are followed when the
has forecasted the talent supply and demand for the next two moderation analyses are nonsignificant (Baron & Kenny,
1986). The first three steps of the moderation analyses are
years for my department’) and talent retention strategies (four
repeated, with the predictor and dependent variable centred.
items, such as, ‘[m]y manager holds frequent retention
Complete mediation occurs when the predictive relationship
conversations with staff’). The adapted questionnaire was
between the independent and dependent variable is
subjected to a panel of subject experts before distribution in
nonsignificant after controlling for the mediating variable.
order to ensure face and content validity. The reliability of the
Partial mediation occurs when the influence of the
adapted talent management questionnaire will be confirmed
independent variable on the dependent variable is reduced
in this study.
after the mediator is controlled (Baron & Kenny, 1986).
Although there are many guidelines for the interpretation of
Voluntary turnover intentions: The researchers used the
effect sizes, the cut-off points of Cohen (1988) were deemed
Employee Retention Questionnaire by Cohen (1993) to to be most appropriate for the interpretation of correlation
determine the voluntary turnover intentions of local coefficients, r < 0.1 – very small; 0.1 ≤ r < 0.3 – small; 0.3 ≤ r <
government employees. The questionnaire measures three 0.5 – moderate and r ≥ 0.5 – large.
items relating to voluntary turnover (e.g. ‘I think a lot about
leaving the organisation’). Responses were collected on a six-
point Likert scale ranging from ‘Strongly disagree (1)’ to Ethical considerations
‘Strongly agree (6)’. Theron (2015) found an excellent reliability Research ethics clearance was obtained from North-West
of α = 0.914 in a study amongst public sector academics. University (ref. no. NWU00565-19-A4).
Procedure Results
The accounting officer of the relevant local government Factor and reliability analyses
institution provided permission to carry out the study. The The measurements used in this study obtained acceptable
research was explained to the council management of the
sample adequacy of above 0.60 as per Hair, Black, Babin and
local government institution to ensure that all formal
Anderson (2010): leadership talent mindset, 0.874; talent
procedures were adhered to during data collection. The
management, 0.951; and turnover intentions, 0.761. The
questionnaire was distributed in hard copy by supervisors
results of the exploratory analyses are reported below.
and departmental heads to a stratified random set of
participants. The questionnaire included an informed consent
Leadership talent mindset: The exploratory factor analyses
form to explain the purpose of the study and the safeguarding
for the leadership talent mindset scale resulted in one factor,
of participant privacy. Completed questionnaires were
with all items showing acceptable loadings. The factor
returned in a sealed envelope to protect the identity of the
participants. Ethical clearance was obtained from North- explained 58.272% of the total variance and was labelled
West University before the commencement of the study. All leadership talent mindset.
ethical requirements for scientific research were adhered to
during the entire research process. Talent management: The initial theoretical model and
measure included talent acquisition as a potential talent
management factor. However, the analyses showed various
Data analyses cross-loadings of the four items of talent acquisition with
The data analyses were carried out using SPSS (2022). The other factors. As a result, the items associated with talent
SPSS programme used descriptive statistics (i.e. frequencies, acquisition were omitted from further analyses. A follow-up

exploratory factor analysis using varimax rotation resulted in medical aid benefits (mean = 2.16) and pension benefits
five factors explaining 80.775%. All items showed acceptable (mean = 2.12) are inadequate. Moreover, the participants
loadings. The five factors were labelled as talent retention indicated that they are not fairly compensated for the work
strategies (Factor 1), talent development (Factor 2), they are doing (mean = 2.15). The results indicated that talent
compensation (Factor 3), performance management (Factor workforce planning is also not prioritised at the government
4) and workforce planning (Factor 5). institution. The participants indicated that the institution is
unable to forecast the demand and supply of future required
Voluntary turnover intentions: The exploratory factor talent (mean = 2.54), identify the skills necessary for the most
analyses result in one factor for the employee retention valuable jobs (mean = 2.41) or focus on hiring quality staff
measure, labelled as voluntary turnover intentions. The members (mean = 2.54). The results for performance
factor explained 85.944% of the total variance, with all items management showed that employees believed that they did
showing acceptable loadings. not receive sufficient information about the purpose (mean =
2.62) and results of their work (mean = 2.56). In addition,
The descriptive statistics and reliabilities of the measurements participants indicated that their direct leader did not inform
are reported in Table 1. them about how well they were performing at their job (mean
= 2.40). The results for talent development suggested that the
The results in Table 1 revealed very good to excellent participants experienced a lack of opportunities for training
reliabilities for all the factors of α ≥ 0.70 (see Cohen, 1988). courses (mean = 2.50), promotion (2.64) and personal growth
From the mean scores, it was evident that leadership and development (2.70). Furthermore, the participants felt
displayed a weak talent mindset towards talent management, that they could not achieve something in their careers at the
that talent management practices in general are poorly institution (mean = 2.47).
applied and that more than 70% of employees considered
quitting their jobs. The mean scores were further explored Finally, the results showed that about 73% of the respondents
using item analyses. voluntarily considered quitting their jobs. The participants
indicated that they thought a lot about leaving the institution
Concerning the leadership talent mindset, the results showed (mean = 4.30), were currently searching for another job (mean
that the respondents experienced a lack of support from their = 4.43) and would leave their institution whenever they got
direct leadership for their career development (mean = 2.62) the opportunity (4.57).
and believed that their leader did not have their best interest
at heart (mean = 2.87). In addition, the participants felt that
their leaders did not appreciate them (mean = 2.91).
Testing of hypotheses
The results of the hypotheses are reported next (Table 2). A
The results showed a poor to mediocre application for all series of linear regression analyses were carried out to
the talent management practices. More specifically, the determine the predictive relationships between leadership
results showed that talent retention strategies are virtually talent mindset, talent management practices and voluntary
lacking (mean = 2.1053), followed by poor talent turnover intentions.
compensation (2.1364) and talent workforce planning
(2.5154). From the item analyses, it was evident that the The results showed that Leadership talent mindset is a
institution neglects the practice of exit interviews when significant positive predictor of talent development F [(1, 404)
talented employees are leaving (mean = 2.00) and that = 364.060, p = 0.000, adjusted R2 = 0.562 – large effect], talent
leadership does not hold frequent retention conversations compensation F [(1, 404) = 115.332, p = 0.000, adjusted R2 =
with staff (mean = 2.05). From the results, it emerged that 0.291 – small effect], talent workforce planning F [(1, 404) =
the institution does not address why talent is leaving 144.824, p = 0.000, adjusted R2 = 0.291 – medium effect], talent
(mean = 2.11) and cannot keep its top performers (mean = performance management F [(1, 404) = 242.282, p = 0.000,
2.27). adjusted R2 = 0.466 – medium effect] and talent retention
strategies F [(1, 404) = 79.171, p = 0.000, adjusted R2 = 0.466 –
Regarding talent compensation, the results revealed that medium effect]. Leadership talent mindset is a significant
employees believe that their basic salary (mean = 2.20), negative predictor of voluntary turnover intentions F [(1, 404)
= 79.171, p = 0.000, adjusted R2 = 0.251 – small effect].
TABLE 1: Descriptive statistics of the measurements.
Variables Mean Std. Skewness Kurtosis α
deviation Talent development F [(1, 404) = 100.851, p = 0.000, adjusted
Management talent mindset 2.9904 1.12596 0.542 −0.542 0.889 R2 = 0.257 – small effect], talent compensation F [(1, 404) =
Talent management practices 69.416, p = 0.000, adjusted R2 = 0.194 – small effect], talent
Talent development 2.6247 1.18877 0.776 −0.280 0.896
workforce planning F [(1, 404) = 37.564, p = 0.000, adjusted R2
Talent compensation 2.1364 1.11734 1.047 0.440 0.916
= 0.112 – small effect], talent performance management F [(1,
Talent workforce planning 2.5154 1.12974 0.753 −0.088 0.860
Talent performance 2.7320 1.29184 0.825 −0.086 0.921
404) = 83.939, p = 0.000, adjusted R2 = 0.223 – small effect] and
management talent retention strategies F [(1, 404) = 83.939, p = 0.000,
Talent retention strategies 2.1053 1.01145 1.214 1.610 0.922 adjusted R2 = 0.110 – small effect] are significant negative
Turnover intentions 4.4331 1.50611 −0.676 −0.642 0.918 predictors of voluntary turnover intentions.

TABLE 2: Results of linear regression analyses. TABLE 3: Results of moderation analyses.

Variables Beta t p R R2 ∆R Variables Beta t p R R2 ∆R
H1: Regression analyses: leadership talent mindset and talent management Moderation: leadership talent mindset, talent management and voluntary
turnover intentions
Talent development 0.751 19.080 0.000 0.751 0.564 0.562
- - - 0.568 0.323 0.315
Talent 0.542 10.739 0.000 0.542 0.294 0.291
compensation (Constant) - 48.745 0.000 - - -
Talent workforce 0.582 12.034 0.000 0.582 0.339 0.336 Leadership talent mindset −0.215 −2.927 0.004 - - -
planning Talent management −0.337 −4.237 0.000 - -
Talent performance 0.684 15.693 0.000 0.684 0.468 0.466 Interaction: leadership × −0.092 −1.569 0.118 - - -
planning talent
Talent retention 0.469 8.898 0.000 0.469 0.220 0.217 Moderation: leadership talent mindset, talent development and voluntary
strategies turnover intentions
H2: Regression analyses: leadership talent mindset and voluntary turnover intentions - - - 0.558 0.311 0.303
Voluntary turnover −0.504 −9.832 0.000 0.504 0.254 0.251 (Constant) - 48.551 0.000 - - -
intentions
Leadership talent mindset −0.257 −3.419 0.001 - - -
H3: Regression analyses: talent management and voluntary turnover intentions
Talent development −0.273 −3.414 0.001 - - -
Talent development −0.509 −10.042 0.000 0.509 0.259 0.257
Interaction: leadership × −0.111 −1.941 0.053 - - -
Talent −0.444 −8.332 0.000 0.444 0.197 0.194 develop
compensation
Moderation: leadership talent mindset, talent compensation and voluntary
Talent workforce −0.339 −6.129 0.000 0.339 0.115 0.112 turnover intentions
planning
- - - 0.543 0.295 0.287
Talent performance −0.475 −9.162 0.000 0.475 0.226 0.223
planning (Constant) - 51.875 0.000 - - -
Talent retention −0.337 −6.083 0.000 0.337 0.113 0.110 Leadership talent mindset −0.332 −5.510 0.000 - - -
strategies Talent compensation −0.248 −3.656 0.000 - - -
comp
The above results confirm Hypotheses 1 and 2 that a Moderation: leadership talent mindset, talent workforce planning and voluntary
leadership talent mindset significantly predicts talent turnover intentions
management practices and voluntary turnover intentions. In - - - 0.516 0.267 0.259
(Constant) - 50.724 0.000 - - -
addition, the results confirm Hypothesis 3 that talent
management practices are a significant negative predictor of
Talent workforce planning −0.077 −1.139 0.256 - - -
voluntary turnover intentions
planning
Next, the results of the moderation analyses between the Moderation: leadership talent mindset, talent performance management and
voluntary turnover intentions
leadership talent mindset, talent management, talent
- - - 0.562 0.315 0.308
management dimensions and voluntary turnover intentions (Constant) - 48.732 0.000 - - -
are reported. The independent and moderator variables were Leadership talent mindset −0.283 −4.153 0.000 - - -
centred. The results of the final step in the moderation Talent performance −0.301 −4.224 0.000 - - -
management
analyses are reported in Table 3.
perform
The final step of the moderation analyses between leadership Moderation: leadership talent mindset, talent retention strategies and voluntary
turnover intentions
talent mindset, talent management, talent compensation,
- - - 0.527 0.278 0.270
talent workforce planning, talent performance management,
(Constant) - 53.422 0.000 - - -
talent retention strategies and voluntary turnover intention
yielded a nonsignificant result for the interaction variables. Talent retention strategies −0.112 −1.685 0.093 - - -
Therefore, the above variables do not moderate the Interaction: leadership × −0.114 −1.885 0.060 - - -
relationship between the leadership talent mindset and retention
voluntary turnover intentions.
workforce planning, talent performance management
The final step (4), with the adding of the interaction variable and talent retention strategies mediate the relationship
(leadership talent mindset × talent development), yielded a between the leadership talent mindset and voluntary turnover
significant result (β = –0.0111, p = 0.053), the total variance intentions. The results of Step 3 are reported in Table 4.
explained (R2 = 0.331, p = 0.000, = 33.10%). Talent development
therefore moderates the relationship between leadership The results from Table 4 show that adding the mediation
talent mindset and voluntary turnover intentions. variables did not yield a nonsignificant result for the
predictive relationship between the leadership talent mindset
Based on the above results, the alternative Hypothesis 4 was and voluntary turnover. The results further showed a
partially confirmed because talent development moderated significant increase from the variance explained in Step 2
the relationship between the leadership talent mindset and when including the mediator variable with the predictor
voluntary turnover intentions. variable in Step 3 (talent management – R2 = 0.271 to R2 =
0.316; talent compensation – R2 = 0.197 to R2 = 0.292; talent
Follow-up mediation analyses were carried out as per the workforce planning – R2 = 0.115 to R2 = 0.260; talent
guidelines of Baron and Kenny (1986) to determine whether performance management – R2 = 0.226 to R2 = 0.313; talent
talent management in general, talent compensation, talent retention strategies – R2 = 0.113 to R2 = 0.269).

TABLE 4: Results of mediation analyses. contradict those of the previous research study, which
Variables Beta t p R R2 ∆R
found that talent development and maintaining positive
Mediation: leadership talent mindset, talent management and voluntary turnover
intentions relationships are essential leadership talent mindset
- - - 0.563 0.316 0.311 competencies for public sector institutions (see Luna-Arocas
(Constant) - 30.708 0.000 - - - & Morley, 2015; Mahfoozi et al., 2018).
Talent management −0.385 −5.215 0.000 - - - From the regression analyses, it was evident that the weak
Mediation: leadership talent mindset, talent compensation and voluntary turnover leadership talent mindset reduced the perceived effectiveness
intentions
- - - 0.541 0.292 0.287
of the talent management practices. According to Shingenge
(Constant) - 30.335 0.000 - - - and Saurombe (2022), the absence of a sound leadership talent
Leadership talent mindset −0.335 −5.553 0.000 - - - mindset limits the implementation of a proper talent
Talent compensation −0.280 −4.653 0.000 - - - management architecture for local government institutions.
Mediation: leadership talent mindset, talent workforce planning and voluntary Furthermore, a lack of leadership mindset towards the talent
turnover intentions
management practice undermines the entire talent management
- - - 0.510 0.260 0.255
process (Du Plessis et al., 2015). Mahfoozi et al. (2018) maintain
(Constant) 28.829 0.000 - - -
that leadership talent mindsets are concerned with desirable
Talent workforce planning −0.114 −1.815 0.071 - - - public sector outcomes. Consequently, a leadership crisis
Mediation: leadership talent mindset, talent performance management and relating to a lack of talent mindset prevents employees from
voluntary turnover intentions realising their full potential, as evidenced in this study
- - - 0.559 0.313 0.308
(Marobela, 2020). As with previous research, it is not surprising
(Constant) 31.163 0.000 - - -
that the leadership talent mindset was significantly related to
Leadership talent mindset −0.286 −4.205 0000 - - -
the voluntary turnover intentions of the local government
Talent performance −0.323 −4.749 0.000 - - -
management employees (see Matobako and Barkhuizen, 2017; Shingenge &
Mediation: leadership talent mindset, talent retention strategies and voluntary Saurombe, 2022). According to Kravariti et al. (2022) and
turnover intentions
Mangisa et al. (2020), leadership is an essential catalyst for
- - - 0.519 0.269 0.264
(Constant) - 29.027 0.000 - - -
preventing voluntary turnover intentions in poor talent
Leadership talent mindset −0.413 −7.147 0.000 - - - management practice in government institutions. Therefore,
Talent retention strategies −0.174 −3.015 0.003 - - - leadership prominence and competence are paramount for
Botswana local government institutions to curb adverse
outcomes on talented employees and remain sustainable
Based on the above results, Hypothesis 5 was rejected as no
(Cheteni & Shindika, 2017; Lerutla & Steyn, 2021; Marobela,
evidence was found for a mediation effect between the
2020).
leadership talent mindset and voluntary turnover.
From the analyses, talent management practices are largely

Discussion neglected in the local government institution. The participants
The main objective of this research study was to determine indicated poor talent retention strategies, such as the inability
the influence of leadership talent mindset on talent of the institution to keep top performers, addressing the
management practices and voluntary turnover intentions of reasons why talent are leaving and the lack of leadership to
employees in a Botswana local government institution. In hold frequent retention conversations with staff. This
addition, this research study explored whether talent research study confirms the continuous absence of talent
management moderated or mediated the relationship retention strategies in local government institutions
between the leadership talent mindset and voluntary (Mzezewa, 2019). This study shows that investments in talent
turnover intentions. This research was motivated by the fact retention strategies are essential to building a talent pipeline
that local government institutions are indispensable for (Traveler, 2019) and preventing high turnover amongst local
public service delivery through talented people. Yet a government employees (Bwowe, 2015). Theron (2015)
significant research gap exists on how talent management furthermore emphasised the importance of proactive talent
can be facilitated through leadership mindsets in a developing conversations to prevent high voluntary turnover amongst
market such as Botswana, hence curbing high voluntary public sector employees.
turnover intentions in local government institutions. In what
follows next, the study results are discussed and interpreted. The participants in this study also expressed their
dissatisfaction with benefits (i.e. medical aid and pension)
The results showed that the leadership talent mindset of the and basic salary. They believed that their compensation was
local government institution is weak. The participants, in not aligned with the magnitude of the work that they were
particular, highlighted a lack of appreciation from their doing. Poor talent compensation in this study also predicted
leaders and interest in their career development. The talent higher voluntary turnover intentions amongst government
mindset of leaders is essential in establishing an empowering employees. The study results confirm that uncompetitive
work environment where talented employees can get access salaries and poor benefits are likely to increase high employee
to ongoing career development opportunities (see Damer, turnover (see Ng et al., 2016; Ogony & Majola, 2018; Salisu,
2020; Mey et al., 2021; Sadeli, 2012). These study results 2016) and a further skills shortage in the government sectors

(Makridis, 2021). Therefore, public sector compensation needs culture and voluntary turnover. Yet the results showed
to be reformed (see Spano & Monfardini, 2017) and become a that talent development moderated the relationship
strategic priority to retain scarce skills (Larkin, 2019). between the leadership talent mindset and voluntary
turnover intentions. A question of interest is whether
Workforce planning emerged as another problematic area talent management combined should be used as a
and predicted voluntary turnover amongst employees. The moderator or a mediator between antecedent and outcome
results, in particular, revealed the lack of future projections variables or rather the underlying dimensions of talent
for the demand and supply of scarce talent and skillsets for management itself – in this instance, talent development.
the most valuable jobs. The participants also highlighted that More research is required to determine the intervening
the institution does not focus on hiring quality employees. role of talent management between predictor and outcome
This study results align with those by Theys and Schultz variables.
(2020) and Seitio-Kgokgwe et al. (2016), who highlight the
decline of good workforce planning in public sector
institutions. Khumalo (2018) further advocates that workforce Value-add and management
planning is essential to ensure that competent employees are implications
recruited to meet the service needs of the broader public.
The study’s results emphasised various areas that local
Poor demand and forecasting of future talent skills can result
government institutions should focus on to improve talent
in subsequent poor performance and reputational damage to
management and prevent high voluntary turnover intentions.
local government institutions (see Al-Qudah et al., 2020;
Effective talent management starts with leadership having the
Moheb-Alizadeh & Handfield, 2017).
talent mindset to invest in talented employees. Leadership
from the Botswana local government institution is encouraged
As far as performance management is concerned, the
to adopt the appropriate mindset to support employees in their
participants indicated that they do not receive sufficient
careers and also recognise the value and contribution that they
information about the purpose and results of their job.
are making. A proper leadership talent mindset can also
Leaders also appear to provide inadequate performance
feedback. The results of this study align with those of Parkies support the effective implementation of talent management
(2015) and Mpabanga (2016), who found that local government practices, such as talent retention strategies, compensation,
institutions lack the institutional culture to support effective workforce planning, performance management and talent
performance management practices. Kalonda and Governder development. The study results also encourage leaders to
(2021) further maintain that a lack of leadership limits the engage in proactive retention discussions with talented
optimisation of individual performance abilities to drive employees to prevent voluntary turnover. In essence, leadership
service efficiency in local government institutions. Therefore, should have the mindset to create a conducive work
performance management can only be effective in local environment that will retain essential and scarce talent. The
government with the support of leadership (Abana & Brenya, Great Resignation movement should also encourage leadership
2021). As with previous research, poor performance to improve the demand and forecasting of future requirements
management resulted in high voluntary turnover intentions in order to ensure that quality skillsets are acquired to sustain
(Mngomezulu et al., 2015). the delivery of local government services. Talent development
emerged as an essential talent management practice to prevent
The participants in this study indicated that talent voluntary turnover without a talent leadership mindset.
development practices are weakly applied in terms of training Therefore, talent investment is essential to facilitate an
and promotion opportunities. As a result, participants empowering environment where employees can experience
thought that the institution did not enable them to grow and purpose in their work and progress in their careers. Finally, the
develop personally and could not advance in their careers. institution’s performance management system and process
Talent development is essential to ensure that employees need to be revised to ensure that employees have clarity on
remain employable and relevant for future task requirements their performance expectations and actual performance
(Bolander et al., 2017; Marchington, 2015; Qhibi, 2017). In this outputs. As mentioned earlier in this article, talented employees
study, talent development played a moderating role in the require a clear line of sight between individual and institutional
relationship between the leadership talent mindset and performance expectations in order to ensure that the service
voluntary turnover. In line with Mohamed et al. (2019), talent expectations of the broader society are met.
development can facilitate the retention of high-quality
employees. Furthermore, institutional learning capabilities
can create the workplace environment required for talent Limitations and recommendations
optimisation (Acar & Yener, 2016). This research study had some limitations. Firstly, this was a
cross-sectional study, with data collected at one time.
The final results did not support a moderating or mediating Consequently, cause and effect inferences cannot be made
effect of talent management between the leadership talent between the variables. Longitudinal research can assist in
mindset and voluntary turnover intentions. The results predicting trends between the variables (i.e. leadership talent
contradict Masale’s (2021) previous findings, which found mindset, talent management and voluntary turnover) over a
support for a mediating effect of talent management in the more extended period. Secondly, the sample was limited to a
predictive relationship between organisational talent town council in Botswana. The results can therefore not be

generalised to other local government institutions. Future Disclaimer

researchers can expand to other African and international
The views and opinions expressed in this article are those of
countries to allow cross-cultural research and contextual
the authors and do not necessarily reflect the official policy or
comparison. Thirdly, the objective nature of the quantitative
position of any affiliated agency of the authors.
analysis limited the researchers in exploring the study’s
results in more depth. Future research can benefit from a
mixed methods research approach where researchers can References
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Leadership talent mindset as a catalyst for talent

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Talent management Measuring instruments

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TABLE 2: Results of linear regression analyses. TABLE 3: Results of moderation analyses.

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From the analyses, talent management practices are largely

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generalised to other local government institutions. Future Disclaimer

Acknowledgements Cloete, H.C.A. (2016). Human resource development in local government: A

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