Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective☆

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Transformational leadership, employee turnover intention, and actual voluntary turnover in public organizations (2017, background): “Tse, Huang, and Lam (2013) found that transformational leadership makes employees more likely to stay by strengthening employees’ attachment to their supervisors and organizations.”
Supervisory coaching and performance feedback as mediators of the relationships between leadership styles, work engagement, and turnover intention (2018, unknown): “While leadership style has been linked to work engagement (e.g. Kim and Barak 2015) and turnover intention (e.g. Tse, Huang, and Lam 2013), little is known about the way that di ﬀ erent leadership styles are experienced by employees in shaping their everyday working life outcomes (Behrendt, Matz,…”
Transformational leadership sub-dimensions and their link to leaders' personality and performance (2015, methodology): “…& Hickmann, 2012; DeRue et al., 2011; Hetland & Sandal, 5 LQ papers in 2013/2014 that used the unitary-approach: Epitropaki and Martin (2013), Ewen et al. (2013), Føllesdal and Hagtvet (2013), Tse, Huang, and Lam (2013), Zhang, Wang, and Pearce (2014), and Zhu, Newman, Miao, and Hooke (2013).”
Leadership and work engagement: Exploring explanatory mechanisms (2020, background): “In addition, mutual loyalty, affective commitment, and strong (personal) identification are important in the leader–follower exchange relationship (Tse et al., 2013).”