This literature review explores the link between gender discrimination and turnover intention (TOI) among female managers, focusing on two major forms of workplace bias: unequal promotion opportunities and sexual harassment. Guided by Social Exchange Theory and Equity Theory, the review synthesizes research that explains how structural inequalities contribute to higher turnover rates among women in leadership. Consistent findings indicate that limited advancement and hostile environments often lead to disengagement and intent to leave. Special attention is given to the measurement of turnover intention, with a critical analysis of commonly used survey items to assess how well they capture women's workplace experiences. The review also considers how cultural and industry contexts shape these outcomes, noting particularly strong effects in male-dominated sectors and societies with rigid gender norms. While much of the current literature is based in Western settings, recent studies from Asian economies such as China reveal comparable trends with local variations. This review concludes by outlining future research directions, including the need for more cross-cultural insights and practical evaluations of organizational interventions. Overall, the findings highlight the importance of addressing workplace discrimination not only as a matter of fairness, but also as a core element of effective retention strategies.
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