Green talent management and turnover intention: the roles of leader STARA competence and digital task interdependence

Purpose Congruent with the world-wide call to combat global warming concerns within context of advancements in smart technology, artificial intelligence, robotics, algorithms (STARA), and digitalisation, organisational leaders are being pressured ensure that talented employees effectively managed (nurtured retained) curb potential risk staff turnover. By managing such talent(s), organisations may be able not only retain them, but consequently foster environmental sustainability too. Equally, recent debates encourage need for teams work digitally interdependently on set tasks, cultivate competencies fundamental STARA, as this further help reduce turnover intention catalyse green initiatives. However, it is unclear how impacted by these actions. This paper therefore, seeks investigate predictive roles hard soft talent management (TM), leader STARA competence (LSC) digital task interdependence (DTI) intention. Design/methodology/approach The authors used a cross-sectional data collection technique obtain 372 useable samples from 49 manufacturing Nigeria. Findings indicate TM LSC positively predict While amplifies negative influence intention, DTI dampen positive Originality/value Our study offers novel insights into emerging concepts like LSC, DTI, simultaneously act