The telecommunications industry battles with employee disengagement and burnout and turnover problems because research shows disengaged staff decreases performance results while increasing staff attrition rates (Pattali et al. 2024). Through inspirational motivation, intellectual stimulation, individualized consideration, and idealized influence, leadership transforms performance outcomes because it builds job satisfaction in addition to employee engagement (Breevaart & Bakker, 2018). Rawashdeh et al. (2020) established productive staff satisfaction (β = 0.55) and worker operational outcomes (β = 0.23) increase after transformational leadership is implemented because job satisfaction serves as a fundamental procedural connection (β = 0.42). This study is a systematic review of the literature examining data within peer-reviewed databases spanning from 2007 to 2024 through an organized process of research evaluation. Findings include three fundamental aspects comprised of psychological empowerment, self-efficacy, and organizational commitment serving as essential elements for lowering telecommunication industry staff turnover (Safrizal et al., 2020; Maulia (2023). The research suggests it is vital to adopt leadership approaches promoting worker welfare. Future research can employ quantitative research structural equation modeling to evaluate cause-effect relationships between transformational leadership and employees while qualitative in-depth interviews can assess employee lived experiences with dynamic leadership in industry settings (Atmojo, 2012).
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