Journal of Business Ethics 134 (2):311-322 (2016)

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
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DOI 10.1007/s10551-014-2433-z
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References found in this work BETA

The Virtuous Manager: A Vision for Leadership in Business.Gabriel Flynn - 2008 - Journal of Business Ethics 78 (3):359-372.
Moral Leadership: An Overview. [REVIEW]Al Gini - 1997 - Journal of Business Ethics 16 (3):323-330.

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