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the higher the likelihood an employee will feel professionally and personally tied to an organization.

Sacrifice-organization

Mitchell et al., (2001) stated that sacrifice describes the perceived costs of material or psychological advantages may be forfeited by desire of quit a job. For example, leaving an organization may involve personal losses such as giving up colleagues, interesting projects, or cash bonuses. Shaw et al., (1998) said that the more an employee would give up when quitting, the degree of desire to leave organization will be low. It means that employee wouldn't easy to break employment with the organization. When thinking of leaving organization, employee not just concern or compare about their salary and benefit, switching costs such as new health care or pension plans are also real and relevant will be considered.

2.2.3 Organizational Tenure
Kim (1999) defined Organizational tenure as the length of time an employee has been with the organization. Past literatures from Tepeci & Barlett,(2002) have in fact consistently supported a negative relationship between organizational tenure and turnover intentions. Porter and Steers (1973) stated tenure-turnover relationship can be explained as employee's personal investment. The longer the time stay with organization, the greater the personal investment, thus the lower the voluntary turnover intention.

According to review from Mor Barak et al., (2001), turnover literature across occupations point out that both age and tenure are associated with voluntary job leaving. Employee who stay in company for a short period of time will more likely to quit if compare with long term employee (Cotton & Tuttle, 1986; Mobley et al., 1979). Normally, long term employee was older than short term employee.

When employees spend long time in an organization, especially when they succeed and climb the organization's hierarchy, they become convinced of the wisdom of the organization's ways (Wanous, 1980). Because of familiar with their organization, desire to leave organization of employee will be lower.

2.3 Theoretical Framework and Hypothesis
Leadership Style

(a)Transformational

(b)Transactional

Independent variables Dependent variable
Manager Turnover Intention

Job Embeddedness

Organizational Tenure

This model above is indicates that this study is going to test how the leadership style, job embeddedness, and organization tenure influence the manager turnover intention. In this model, it showed that managerial style, job embeddedness, and organization tenure are independent variables to manager turnover intention are dependent variable.

2.3.1 Relationship between Leadership style and Manager turnover intention

2.3.2 Relationship between Job embeddedness and Manager turnover intention

Several studies have proven that high degree of job embeddedness was related with lower intention to leave (Mitchell et al., 2001). Crossley, Bennett, Jex, and Burnfield(2007) were said that all findings by Mitchell et al., 2001 are confirmed. According to some study, they discussed that turnover was predicted when embeddedness was interacted with satisfaction. Verquer et al. (2003) and Kristof-Brown, Zimmerman, and Johnson (2005) in their meta analyses of Person-Or