Striving To Restrain Employee Turnover Intention Through Ethical Leadership And Pro-Social Rule Breaking

Abstract

The increased turnover intention of employees has always been a dilemma for organizations. This is not only affecting the working standards of institutions but is also depriving them of thequalified and talented workforce. Turnover intention can be represented as the movement of a person from an institution across its membership boundary. Talented, highly qualified and satisfied academicians are required for the prosperity of any higher education institution. If the academicians are not motivated and satisfied with the job, the working standards in the educational institutions will fall and due objectives won't be accomplished. Ethical leadership assumes a fundamental part of decreasing turnover intentions among employees. The aim of this study is to investigate the effect of ethical leadership on employee turnover intentions through the lens of pro-social rule breaking in private sector higher education institutions of Pakistan. Correlation and regression were employed in order to test the model where survey responses were gathered from 240 academicians employed in four private sector universities of Pakistan. Results showed that there exists a negative relationship between ethical leadership and employee turnover intention and prosocial rule breaking. Furthermore, pro-social rule breaking has a positive relationship with employee turnover intention. The results of regression analysis showed that prosocial rule breaking acts as a partial mediator between ethical leadership and employee turnover intentions. Expanding on current theoretical knowledge, this study makes a significant contribution to leadership literature suggesting that firms should implement ethical leadership practices that support in reducing employee turnover intentions.

Managerial Pro-Social Rule Breaking in the Chinese Organizational Context: Conceptualization, Scale Development, and Double-Edged Sword Effect on Employees’ Sustainable Organizational Identification

“…(3) With sustainable organizational identification as the dependent variable, the double-edged sword effect of MPSRB is analyzed and confirmed. This conclusion integrates the previous perspectives on its positive role [17,19,20] or negative role [23,24], and has important implications for the more general theoretical question of "MPSRB→employees' attitude/behavior". This provides some empirical evidence for the theoretical framework proposed by Liu and Wang [14] and Liu and Li [16].…”

“…However, some studies have found the opposite, pointing out that the MPSRB will not only damage the interests of other group members [6], but also undermine the institution's system of organization and negatively influence employee attitudes, such as procedural justice, psychological contract, and attribution to leadership [2], which indirectly lead to negative working behaviors among employees and turnover intention [2,23] and decrease service performance [24]. Hence, MPSRB is possibly a double-edged sword for organizations, exerting positive and negative effects on employees' sustainable attitude and behavior simultaneously, thereby attracting further studies to explore their respective theoretical mechanisms.…”

Followers’ Personality and Indigenous Leadership: Perceived Astabrata Leadership Style in Indonesian Higher Education

“…Follower becomes more tolerant with many differences, easy to accept discrepancies and the most prominent of this research, the respondents see everyone is good, including the leader. Besides, when leaders perform high-minded behavior, it will lead to a good culture which can reduce the turnover intention (Majeed, Jamshed & Mustamil, 2018).…”

Does shared leadership fosters taking charge behaviors? A post-heroic leadership perspective in the public sector higher educational institutes

“…Faculty members should proactively incorporate more effective teaching methods, change the existing dysfunctional practices such as absenteeism, late arrival, poor class engagement, etc., that are hampering teaching quality, give constructive suggestions and continuously enhance their knowledge and teaching skills. At the level of group, there must be interpersonal trust and good transactive memory allowing the faculty members in public sector HEIs in Pakistan to have awareness of the pertinent knowledge and competencies of faculty members in department with open communication (Majeed et al , 2018). All faculty members should actively communicate, suggest improvements for betterment and voice their concerns and avoid side lining able faculty members for personal gains.…”