Integrating relational systems theory with ethical leadership : how ethical leadership relates to employee turnover intentions

Purpose: As ethical leadership has advanced as a construct, the degree to which healthy relational systems explain its effect on employee outcomes has been understudied. With this manuscript we conceptualize and test a model based on a Relational Systems approach to ethical leadership and its relationship with conflict and turnover intentions. Design/methodology/approach: Two studies were conducted to test our hypothesized first- and second-stage moderated mediation model. In Study 1, online surveys were completed by 168 working adults across two different time points. Study 2 extended Study 1 by surveying 115 working adults across three time points using the Mechanical Turk platform. Findings: The indirect relationship between ethical leadership and turnover intentions via relationship conflict was conditional based on follower moral identity. The negative influence of ethical leadership on relationship conflict and, in turn, turnover intentions was stronger for followers who had higher moral identities. In addition, our findings suggest that leader holding behaviors strengthen the negative indirect effects of ethical leadership on turnover intentions. Originality/value: This paper demonstrates the usefulness of a Relational Systems theoretical approach to understanding ethical leadership. Specifically, ethical leaders, through their desire and ability to help employees feel known and not alone at work, are better able to reduce relationship conflict and, in turn, reduce employees' desire to leave the organization.