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

Mayowa T. Babalola, Jeroen Stouten, Martin Euwema

Research output: Contribution to journalArticlepeer-review

40 Citations (Scopus)

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.

Original languageEnglish
Pages (from-to)311-322
Number of pages12
JournalJournal of Business Ethics
Volume134
Issue number2
DOIs
Publication statusPublished - Mar 1 2016
Externally publishedYes

Keywords

  • Ethical leadership
  • Frequent change
  • State self-esteem
  • Turnover intention

ASJC Scopus subject areas

  • Business and International Management
  • Business, Management and Accounting(all)
  • Arts and Humanities (miscellaneous)
  • Economics and Econometrics
  • Law

Fingerprint Dive into the research topics of 'Frequent Change and Turnover Intention: The Moderating Role of Ethical Leadership'. Together they form a unique fingerprint.

Cite this