Transformational leadership in social work organizations: Associations with job autonomy, professional commitment, and turnover intentions among Chinese social workers

Abstract

Abstract Leadership has long been underemphasized in social work education and practice. This study investigates how transformational leadership influences turnover intention among Chinese social workers—an urgent and persistent challenge facing the profession in China. Drawing on a sample of 667 social workers from Shenzhen, Guangzhou, and Shanghai, the study employs structural equation modeling to examine the mediating roles of two key work attitudes: job autonomy and professional commitment. The results reveal that transformational leadership is negatively associated with turnover intention, and that this relationship is partially mediated by both job autonomy and professional commitment. By clarifying the psychological mechanisms linking leadership and retention, this study advances the limited scholarship on leadership within Chinese social work. Beyond the Chinese context, the findings offer broader insights into how internal organizational leadership may support social worker retention, especially in settings where financial and structural challenges are prevalent. Practical implications for strengthening leadership capacity in social work organizations are discussed.

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