Why they leave: The relationship of leadership interpersonal communication and factors that influence IT professionals' intent to leave during a merger

Business mergers can result in employee turnover and the loss of intellectual capital and capabilities, negatively affecting their organizations. The loss of IT professionals in particular can have a significant impact on a company's competitive advantage and the ultimate success of the merger. Researchers have set out to understand the relationship between management and its workers and the effect this relationship has on the organization. Constructs that may affect this turnover intent include leadership interpersonal communication, organizational commitment, and job satisfaction. The purpose of this quantitative, non-experimental, correlational study was to determine to what degree the interpersonal communication of leaders affects IT professionals' intent to leave an organization during a business merger. The study expands on a model developed by Premalatha (2012) suggesting that job satisfaction and organizational commitment affect an IT professional's intent to leave during a merger. The present study also includes leadership interpersonal communication as an added element that may affect job satisfaction and organizational commitment. Participants in the study were recruited from Linkedin.com to complete four surveys (Interpersonal Communication Satisfaction Scale (ICSI), Minnesota Survey Questionnaire short form (MSQ), Organizational Commitment Questionnaire (OCQ), and Intent to Stay/Intent to Leave Questionnaire). Completed responses from 165 IT professionals were analyzed to determine the relationships between the variables. Spearman's rho correlational analysis was conducted to test the four hypotheses and evidence was found to conclude that statistically significant relationships exist between leadership interpersonal communication, job satisfaction, organizational commitment, and intent to leave. These significant findings demonstrate that employees who are satisfied with their leader's communication are more likely to be satisfied with their jobs and committed to the organization, and thus less likely to intend to leave. Based on the critical importance of leadership interpersonal communication it should be a focal point for organizations during the merger process. It is strongly recommended that organizations develop merger communication strategies, training and development for leadership interpersonal communication, and HR policies that are consistent with the values of the new organization.