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

Mayowa T. Babalola (), Jeroen Stouten and Martin Euwema
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Mayowa T. Babalola: University of Leuven
Jeroen Stouten: University of Leuven
Martin Euwema: University of Leuven

Journal of Business Ethics, 2016, vol. 134, issue 2, No 9, 322 pages

Abstract: 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.

Keywords: Ethical leadership; Frequent change; State self-esteem; Turnover intention (search for similar items in EconPapers)
Date: 2016
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Citations: View citations in EconPapers (12)

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DOI: 10.1007/s10551-014-2433-z

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