The influence of extroversion on employee retention in Ugandan Higher Education: A Case of Uganda Christian University

The problem of employee turnover has emerged as a strategic issue for universities facing growing competition for skilled academic and non-academic professionals, higher turnover among employees, and evolving work practices demands. The purpose of this study was to investigate the effect of extroversion on employees' retention at Uganda Christian University (UCU) in Uganda. The study was based on Personality Traits Theory, Social Exchange Theory, and Job Embeddedness Theory. A convergent parallel research design with both quantitative and qualitative data collection and analysis methods was used. Structured questionnaires were used for data collection from both academic and non-academic staff, and interviews and open-ended responses from the university leaders and key informants were used for collecting qualitative data. The results showed that extroversion of leaders was a very strong statistically significant predictor of employee turnover (Estimate = 1.830, p < 0.001). Leaders who were extroverted were more effective in facilitating open communication, teamwork, interpersonal relationships, employee engagement, inclusivity, and supportive work environments, which in turn resulted in increased employee retention. When leaders shared a friendly and engaging attitude and were visible and reachable, employees felt valued, recognized, and psychologically connected to the university. The study also confirmed that extroverted leadership had a positive relationship with trust, organizational commitment, and job satisfaction, which in turn led to lower employee turnover. The findings also showed that the over-dominance, attention-seeking behaviors, and over-socialized leadership of certain extrovert leaders could have a detrimental impact on the perception of employees and relationships within the workplace if not complemented with emotional intelligence and inclusiveness. The study concludes that extroversion is one of the most powerful characteristics of a leader in retaining employees in university settings, especially when teamwork, communication, and interpersonal relationships are critical. The study suggests that universities can improve their leadership development initiatives by focusing on leadership attributes such as communication, emotional intelligence, employee engagement, and inclusive leadership practices among leadership levels within the institution.