Does ethical leadership reduce turnover intention? The mediating effects of psychological empowerment and organizational identification

References

• Ahmad, I., & Gao, Y. (2018). Ethical leadership and work engagement: The roles of psychological empowerment and power distance orientation. Management Decision, 56, 1991–2005. doi:10.1108/MD-02-2017-0107
   Web of Science ®Google Scholar
• Akgunduz, Y., & Bardakoglu, O. (2017). The impacts of perceived organizational prestige and organization identification on turnover intention: The mediating effect of psychological empowerment. Current Issues in Tourism. doi:10.1080/13683500.2015.1034094
   Web of Science ®Google Scholar
• Asforth, B., & Mael, F. (1989). Social identity theory and the organization. Academy of Management Review, 14(1), 20–39. doi:10.2307/258189
   Web of Science ®Google Scholar
• Aslinnasab, F., & Daneshamooz, M. (2017). The effect of ethical leadership on psychological empowerment: The moderating role of organizational justice. International Academic Journal Of Humanities, 4(3), 1–16.
   Google Scholar
• Avolio, B. J., & Gardner, W. L. (2005). Authentic leadership development: Getting to the root of positive forms of leadership. The Leadership Quarterly, 16, 315–338. doi:10.1016/j.leaqua.2005.03.001
   Web of Science ®Google Scholar
• Azanza, G., Moriano, J. A., Molero, F., & Lévy Mangin, J. P. (2015). The effects of authentic leadership on turnover intention. Leadership & Organization Development Journal, 36, 955–971. doi:10.1108/LODJ-03-2014-0056
   Web of Science ®Google Scholar
• Babalola, M. T., Stouten, J., & Euwema, M. (2016). Frequent change and turnover intention: The moderating role of ethical leadership. Journal of Business Ethics, 134, 311–322. doi:10.1007/s10551-014-2433-z
   Web of Science ®Google Scholar
• Baron, R. M., & Kenny, D. A. (1986). The moderator-mediator variable distinction in social psychological research: Conceptual, strategic and statistical considerations. Journal of Personality and Social Psychology, 5(6), 1173–1182. doi:10.1037/0022-3514.51.6.1173
   Web of Science ®Google Scholar
• Bass, B. M., & Steidlmeier, P. (1999). Ethics, character, and authentic transformational leadership behavior. The Leadership Quarterly, 10(2), 181–217. doi:10.1016/S1048-9843(99)00016-8
   Web of Science ®Google Scholar
• Benevene, P., Dal Corso, L., De Carlo, A., Falco, A., Carluccio, F., & Vecina, M. L. (2018). Ethical leadership as antecedent of job satisfaction, affective organizational commitment and intention to stay among volunteers of non-profit organizations. Frontiers in Psychology, 9, 2069. doi:10.3389/fpsyg.2018.02069
   PubMed Web of Science ®Google Scholar
• Brown, M. E., & Mitchell, M. S. (2010). Ethical and unethical leadership: Exploring new avenues for future research. Business Ethics Quarterly, 20, 583–616. doi:10.5840/beq201020439
   Web of Science ®Google Scholar
• Brown, M. E., & Treviño, L. K. (2006). Ethical leadership: A review and future directions. The Leadership Quarterly, 17(6), 595–616. doi:10.1016/j.leaqua.2006.10.004
   Web of Science ®Google Scholar
• Brown, M. E., Trevino, L. K., & Harrison, D. A. (2005). Ethical leadership: A social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes, 97(2), 117–134. doi:10.1016/j.obhdp.2005.03.002
   Web of Science ®Google Scholar
• Brymer, R. A. (1991, May). Employee empowerment: A guest driven leadership strategy. The Cornell Hotel and Restaurant Administration Quarterly, 32, 58–68. doi:10.1177/001088049103200116
   Google Scholar
• Cheng, M. Y., & Wang, L. (2015). The mediating effect of ethical climate on the relationship between paternalistic leadership and team identification: A team-level analysis in the Chinese context. Journal of Business Ethics, 129(3), 639–654. doi:10.1007/s10551-014-2189-5
   Web of Science ®Google Scholar
• Chiang, C. F., & Jang, S. (2008). The antecedents and consequences of psychological empowerment: The case of Taiwan’s hotel companies. Journal of Hospitality & Tourism Research, 32(1), 40–61. doi:10.1177/1096348007309568
   Web of Science ®Google Scholar
• Cho, Y. B., & Ryu, J. R. (2009). Organizational citizenship behaviors in relation to job embeddedness, organizational identification, job performance, voluntary turnover intention in Korea. International Business & Economics Research Journal, 8(7), 51–68.
   Google Scholar
• Ciulla, J. B. (2004). Ethics and leadership effectiveness. In J. Antonakis, A. T. Cianciolo, & R. J. Sternberg (Eds.), The nature of leadership (pp. 302). Thousand Oaks, CA: Sage Publications.
   Google Scholar
• Conger, J., & Kanungo, R. (1988). The empowerment process: Integrating theory and practice. Academy of Management Review, 13(3), 471–482. doi:10.2307/258093
   Web of Science ®Google Scholar
• Cook, K., & Rice, E. (2003). Social exchange theory. In J. Delamater (Ed.), Handbook of social psychology (pp. 53–76). New York, NY: Kluwer/Plenum.
   Google Scholar
• De Zilwa, C. L., & Wong, W. (2012). Front office employee psychological empowerment and service quality in Singapore luxury hotel industry – An exploratory study. Journal of Applied Business and Management Studies, 3(1), 1–11.
   Google Scholar
• DeConinck, J. B. (2014). Outcomes of ethical leadership among salespeople. Journal of Business Research, 68(5), 1086–1093. doi:10.1016/j.jbusres.2014.10.011
   Web of Science ®Google Scholar
• Detert, J. R., Treviño, L. K., Burris, E. R., & Andiappan, M. (2007). Managerial modes of influence and counterproductivity in organizations: A longitudinal business-unit-level investigation. The Journal of Applied Psychology, 92, 993–1005. doi:10.1037/0021-9010.92.4.993
   PubMed Web of Science ®Google Scholar
• Dupre, K. A., & Day, A. L. (2007). The effects of supportive management and job quality on the turnover intentions and health of military personnel. Human Resource Management, 46, 185–201. doi:10.1002/hrm.20156
   Web of Science ®Google Scholar
• Dust, S. B., Resick, C. J., & Mawritz, M. B. (2014). Transformational leadership, psychological empowerment, and the moderating role of mechanistic–Organic contexts. Journal of Organizational Behavior, 35(3), 413–433. doi:10.1002/job.1904
   Web of Science ®Google Scholar
• Effelsberg, D., Solga, M., & Gurt, J. (2014). Transformational leadership and follower’s unethical behavior for the benefit of the company: A two-study investigation. Journal of Business Ethics, 120(1), 81–93. doi:10.1007/s10551-013-1644-z
   Web of Science ®Google Scholar
• Eisenbeiss, S. A. (2012). Re-thinking ethical leadership: An interdisciplinary integrative approach. The Leadership Quarterly, 23, 791–808. doi:10.1016/j.leaqua.2012.03.001
   Web of Science ®Google Scholar
• Freund, A. (2005). Commitment and job satisfaction as predictors of turnover intentions among welfare workers. Administration in Social Work, 29, 5–21. doi:10.1300/J147v29n02_02
   Web of Science ®Google Scholar
• Gilmartin, M. J. (2013). Thirty years of nursing turnover research: Looking back to move forward. Medical Care Research and Review, 70(1), 3–28. doi:10.1177/1077558712449056
   PubMed Web of Science ®Google Scholar
• Hair, G., Black, B., Babin, B., Anderson, R., & Tatham, R. (2010). Multivariate data analysis. Upper Saddle River, NJ: Pearson.
   Google Scholar
• Hair, J., Anderson, R., Tatham, R., & Black, W. (1998). Multivariate data analysis (5th ed.). Upper Saddle River, NJ: Prentice Hall.
   Google Scholar
• Hansen, S., Alge, B., Brown, M., Jackson, C., & Dunford, B. (2013). Ethical leadership: Assessing the value of a multifocal social exchange perspective. Journal of Business Ethics, 115, 435–449. doi:10.1007/s10551-012-1408-1
   Web of Science ®Google Scholar
• Hartel, C. E., & Ganegoda, D. B. (2008). Role of affect and interactional justice in moral leadership. Research on Emotion in Organizations, 4, 155–180.
   Google Scholar
• Harter, J. K., Schmidt, F. L., & Hayes, T. L. (2002). Business-unit- level relationship between employee satisfaction, employee engagement, and business outcomes: A meta-analysis. Journal of Applied Psychology, 87, 268–279. doi:10.1037/0021-9010.87.2.268
   PubMed Web of Science ®Google Scholar
• He, H., & Brown, A. D. (2013). Organizational identity and organizational identification: A review of the literature and suggestions for future research. Group & Organization Management, 38, 3–35. doi:10.1177/1059601112473815
   Web of Science ®Google Scholar
• Hegarty, W., & Sims, H. (1979). Organizational philosophy, policies and objectives related to unethical decision behavior: A laboratory experiment. Journal of Applied Psychology, 64(3), 331–338. doi:10.1037/0021-9010.64.3.331
   Web of Science ®Google Scholar
• Holtom, B. C., Mitchell, T. R., Lee, T. W., & Eberly, M. B. (2008). Turnover and retention research: A glance at the past, a closer review of the present, and a venture into the future. Academy of Management Annals, 2, 231–274. doi:10.5465/19416520802211552
   Web of Science ®Google Scholar
• Hu, Y., Zhu, L., Li, J., Maguire, P., Zhou, M., Sun, H., & Wang, D. (2018). Exploring the influence of ethical leadership on voice behavior: How leader-member exchange, psychological safety and psychological empowerment influence employees’ willingness to speak out. Frontiers in Psychology, 9, 1718. doi:10.3389/fpsyg.2018.01718
   PubMed Web of Science ®Google Scholar
• Hughes, L. W., Avey, J. B., & Nixon, D. R. (2010). Relationships between leadership and followers’ quit intentions and job search behaviors. Journal of Leadership and Organizational Studies, 17, 351–362. doi:10.1177/1548051809358698
   Google Scholar
• Islam, T., Ur Rehman Khan, S., Norulkamar Bt. Ungku Ahmad, U., Ali, G., & Ahmed, I. (2014). Organizational learning culture and psychological empowerment as antecedents of employees’ job related attitudes: A mediation model. Journal of Asia Business Studies, 8(3), 249–263. doi:10.1108/JABS-06-2013-0035
   Google Scholar
• James, L. R., & Brett, J. M. (1984). Mediators, moderators and tests for mediation. Journal of Applied Psychology, 69, 307–321. doi:10.1037/0021-9010.69.2.307
   Web of Science ®Google Scholar
• Judd, C. M., & Kenny, D. A. (1981). Process analysis: Estimating mediation in treatment evaluations. Evaluation Review, 5, 602–619. doi:10.1177/0193841X8100500502
   Web of Science ®Google Scholar
• Kalshoven, K., van Dijk, H., & Boon, C. (2016). Why and when does ethical leadership evoke unethical follower behavior? Journal of Managerial Psychology, 31(2), 500–515. doi:10.1108/JMP-10-2014-0314
   Web of Science ®Google Scholar
• Kebriaei, A., Sabahi Bidgoli, M., Arani, S., Reza, H., & Sarafrazy, S. (2016). The impact of psychological empowerment on organizational commitment among nurses. International Journal of Hospital Research, 5(4), 132–136.
   Google Scholar
• Kim, B., Lee, G., Murrmann, S. K., & George, T. R. (2012). Motivational effects of empowerment on employees’ organizational commitment: A mediating role of management trustworthiness. Cornell Hospitality Quarterly, 53(1), 10–19. doi:10.1177/1938965511426561
   Web of Science ®Google Scholar
• Kim, S. Y., & Fernandez, S. (2015). Employee empowerment and turnover intention in the US federal bureaucracy. The American Review of Public Administration, 47(1), 4–22. doi:10.1177/0275074015583712
   Web of Science ®Google Scholar
• Kim, W. G., & Brymerb, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30, 1020–1026. doi:10.1016/j.ijhm.2011.03.008
   Web of Science ®Google Scholar
• Klerk, S., & Stander, M. W. (2014). Leadership empowerment behaviour, work engagement and turnover intention: The role of psychological empowerment. Journal of Positive Management, 5(3), 28–45. doi:10.12775/JPM.2014.018
   Google Scholar
• Kose, T., & Kose, S. D. (2016). The effect of ethical leadership on perceived organizational identification: The mediating role of ethical climate. The International Journal of Business & Management, 4(1), 368.
   Google Scholar
• Kwon, K., & Rupp, D. (2012). High-performer turnover and firm performance: The moderating role of human capital investment and firm reputation. Journal of Organizational Behavior, 34(1), 129–150.
   Google Scholar
• Lam, L. W., Loi, R., Chan, K. W., & Liu, Y. (2016). Voice more and stay longer: How ethical leaders influence employee voice and exit intentions. Business Ethics, 26, 277–300. doi:10.1017/bcq.2016.30
   Google Scholar
• Lamm, E., Tosti-Kharas, J., & King, C. E. (2015). Empowering employee sustainability: Perceived organizational support toward the environment. Journal of Business Ethics, 128(1), 207–220. doi:10.1007/s10551-014-2093-z
   Web of Science ®Google Scholar
• Lin, C. P., & Liu, M. L. (2017). Examining the effects of corporate social responsibility and ethical leadership on turnover intention. Personnel Review, 46(3). doi:10.1108/PR-11-2015-0293
   Web of Science ®Google Scholar
• Mael, F., & Ashforth, B. E. (1992). Alumni and their alma mater: A partial test of the reformulated model of organizational identification. Journal of Organizational Behavior, 13, 103–123. doi:10.1002/(ISSN)1099-1379
   Web of Science ®Google Scholar
• Meyer, J.P., Stanley, D.J., Herscovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61, 20–52.
   Web of Science ®Google Scholar
• Mostafa, A. M. S. (2018). Ethical leadership and organizational citizenship behaviours: The moderating role of organizational identification. European Journal of Work and Organizational Psychology, 27, 441–449. doi:10.1080/1359432X.2018.1470088
   Web of Science ®Google Scholar
• O’Keefe, D. F., Peach, J. M., & Messervey, D. L. (2019). The combined effect of ethical leadership, moral identity, and organizational identification on workplace behavior. Journal of Leadership Studies, 13(1), 20–35. doi:10.1002/jls.2019.13.issue-1
   Web of Science ®Google Scholar
• Palanski, M., Avey, J. B., & Jiraporn, N. (2014). The effects of ethical leadership and abusive supervision on job search behaviors in the turnover process. Journal of Business Ethics: JBE, 121, 135–146. doi:10.1007/s10551-013-1690-6
   Web of Science ®Google Scholar
• Piccolo, R. F., Greenbaum, R., Den Hartog, D. N., & Folger, R. (2010). The relationship between ethical leadership and core job characteristics. Journal of Organizational Behavior, 31, 259–278. doi:10.1002/job.v31:2/3
   Web of Science ®Google Scholar
• Prati, G., & Zani, B. (2013). The relationship between psychological empowerment and organizational identification. Journal of Community Psychology, 41(7), 851–866. doi:10.1002/jcop.21578
   Web of Science ®Google Scholar
• Qing, M., Asif, M., Hussain, A., & Jameel, A. (2019). Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: The mediating role of psychological empowerment. Review of Managerial Science, 1–28. doi:10.1007/s11846-019-00340-9
   Web of Science ®Google Scholar
• Reave, L. (2005). Spiritual values and practices related to leadership effectiveness. The Leadership Quarterly, 16, 655–687. doi:10.1016/j.leaqua.2005.07.003
   Web of Science ®Google Scholar
• Ren, S., & Chadee, D. (2017). Ethical leadership, self-efficacy and job satisfaction in China: The moderating role of guanxi. Personnel Review, 46, 371–388. doi:10.1108/PR-08-2015-0226
   Web of Science ®Google Scholar
• Riketta, M. (2005). Organizational identification: A meta-analysis. Journal of Vocational Behavior, 66(2), 358–384. doi:10.1016/j.jvb.2004.05.005
   Web of Science ®Google Scholar
• Sahi, G. K., & Mahajan, R. (2014). Employees’ organisational commitment and its impact on their actual turnover behaviour through behavioural intentions. Asia Pacific Journal of Marketing and Logistics, 26(4), 621–646. doi:10.1108/APJML-01-2014-0015
   Google Scholar
• Schyns, B., & Schilling, J. (2013). How bad are the effects of bad leaders? A meta- analysis of destructive leadership and its outcomes. The Leadership Quarterly, 24, 138–158. doi:10.1016/j.leaqua.2012.09.001
   Web of Science ®Google Scholar
• Sekaran, U., & Bougie, R. (2016). Research methods for business: A skill building approach. West Sussex, UK: John Wiley & Sons Ltd.
   Google Scholar
• Shafique, I., Kalyar, M., & Ahmad, B. (2018). The Nexus of Ethical Leadership, Job Performance, and Turnover Intention: The Mediating Role of Job Satisfaction. Interdisciplinary Description of Complex Systems, 16(1), 71–87. doi:10.7906/inde-cs.16.1.5
   Google Scholar
• Spreitzer, G. (1996). Social structural characteristics of psychological empowerment. Academy of Management Journal, 39(2), 483–504. doi:10.2307/256789
   Web of Science ®Google Scholar
• Spreitzer, G. M. (1995). Psychological empowerment in the workplace: Dimensions, measurement, and validation. Academy of Management Journal, 38(5), 1442–1465.
   Web of Science ®Google Scholar
• Srivastava, S. (2017). Mentoring and psychological empowerment: Relationship with turnover intentions of managers: A study on private sector banks of Delhi-NCR region. Jindal Journal of Business Research, 5(2), 145–156. doi:10.1177/2278682116680927
   Google Scholar
• Tett, R., & Meyer, J. (1993). Job satisfaction, organizational commitment, turnover intention and turn- over: Path analyses based on meta-analytic findings. Personnel Psychology, 46, 259–293. doi:10.1111/j.1744-6570.1993.tb00874.x
   Web of Science ®Google Scholar
• Tu, Y., & Lu, X. (2016). Do ethical leaders give followers the confidence to go the extra mile? The moderating role of intrinsic motivation. Journal of Business Ethics, 135(1), 129–144. doi:10.1007/s10551-014-2463-6
   Web of Science ®Google Scholar
• Umphress, E. E., Bingham, J. B., & Mitchell, M. S. (2010). Unethical behavior in the name of the company: The moderating effect of organizational identification and positive reciprocity beliefs influencing unethical pro-organizational behavior. Journal of Applied Psychology, 95, 769–780.
   PubMed Web of Science ®Google Scholar
• Van Dick, R., Van Knippenberg, D., Kerschreiter, R., Hertel, G., & Wieseke, J. (2008). Interactive effects of work group and organizational identification on job satisfaction and extra-role behavior. Journal of Vocational Behavior, 72, 388–399.
   Web of Science ®Google Scholar
• van Dierendonck, D. (2011). Servant leadership: A review and synthesis. Journal of Management, 37(4), 1228–1261. doi:10.1177/0149206310380462
   Web of Science ®Google Scholar
• van Knippenberg, D., & Hogg, M. A. (2003). A social identity model of leadership. Research in Organizational Behavior, 25, 243–295. doi:10.1016/S0191-3085(03)25006-1
   Web of Science ®Google Scholar
• van Knippenberg, D., & Sleebos, E. (2006). Organizational identification versus organizational commitment: Self‐definition, social exchange, and job attitudes. Occupational and Organizational Psychology and Behavior, 27(5), 571–584. doi:10.1002/job.359
   Web of Science ®Google Scholar
• van Knippenberg, D., van Dick, R., & Tavares, S. (2007). Social identity and social ex- change: Identification, support, and withdrawal from the job. Journal of Applied Social Psychology, 37, 457–477. doi:10.1111/jasp.2007.37.issue-3
   Web of Science ®Google Scholar
• Vondey, M. (2010). The relationships among servant leadership, organizational citizenship behavior, person-organization fit, and organizational identification. International Journal of Leadership Studies, 6(1), 3–27.
   Google Scholar
• Walker, J. T., & Maddan, S. (2009). Statistics in criminology and criminal justice: Analysis and interpretation. Sudbury, Mass: Jones and Bartlett Publishers.
   Google Scholar
• Walumbwa, F. O., Mayer, D. M., Wang, P., Wang, H., Workman, K., & Christensen, A. L. (2011). Linking ethical leadership to employee performance: The roles of leader–Member exchange, self-efficacy, and organizational identification. Organizational Behavior and Human Decision Processes, 115, 204–213. doi:10.1016/j.obhdp.2010.11.002
   Web of Science ®Google Scholar
• Wang, Y. D., & Sung, W. C. (2016). Predictors of organizational citizenship behavior: Ethical leadership and workplace jealousy. Journal of Business Ethics, 135(1), 117–128. doi:10.1007/s10551-014-2480-5
   Web of Science ®Google Scholar
• Williams, M., Grajales, C., & Kurkiewicz, D. (2013). Assumptions of multiple regression: Correcting two misconceptions, practical assessment. Research and Evaluation, 18(11), 1–14.
   Google Scholar
• Yang, C., Ding, C. G., & Lo, K. W. (2016). Ethical leadership and multidimensional organizational citizenship behaviors: The mediating effects of self-efficacy, respect, and leader–Member exchange. Group & Organization Management, 41(3), 343–374. doi:10.1177/1059601115594973
   Web of Science ®Google Scholar
• Yukl, G. (2010). Leadership in organizations. Englewood Cliffs, NJ: Prentice Hall.
   Google Scholar
• Yurtkoru, E. S, SebnemEnsari, M, & ErdilekKarabay, M. (2018). To what extent trust in leader and ethical climate affect turnover intention? A research on private and public bank employees. International Journal of Organizational Leadership, 7(1), 12–26. doi:10.19236/IJOL.2018.01.02
   Web of Science ®Google Scholar
• Zhu, W., May, D., & Avolio, B. J. (2004). Impact of ethical leadership behavior on employees’ organizational commitment and trust in leaders: Mediating role of psychological empowerment. Journal of Leadership and Organizational Studies, 11(1), 16–26. doi:10.1177/107179190401100104
   Google Scholar