Frequent Change and Turnover intention: The Moderating Role of Ethical Leadership

Journal article


Babalola, Mayowa Tosin, Stouten, Jeroen and Euwema, Martin. (2016) Frequent Change and Turnover intention: The Moderating Role of Ethical Leadership. Journal of Business Ethics. https://doi.org/10.1007/s10551-014-2433-z
AuthorsBabalola, Mayowa Tosin, Stouten, Jeroen and Euwema, Martin
Abstract

In a multi-source study, we examine how frequent change interacts with ethical leadership to reduce turnover intentions. We argue that ethical leaders enhance employees’ state self-esteem, which explains the moderating effect of ethical leadership. Results from 124 employee-coworker-supervisor triads revealed that ethical leadership moderated the relationship between frequent change and turnover intention such that the relationship was positive only when ethical leadership was low. The moderating relationship could be shown to be mediated by employees’ state self-esteem.

KeywordsEthical leadership; Frequent change; State self-esteem; Turnover intention
Year2016
JournalJournal of Business Ethics
Digital Object Identifier (DOI)https://doi.org/10.1007/s10551-014-2433-z
Research GroupPeter Faber Business School
EditorsR. E. Freeman and M. Greenwood
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https://acuresearchbank.acu.edu.au/item/8763x/frequent-change-and-turnover-intention-the-moderating-role-of-ethical-leadership

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