Valley International Journal Digital Library

VIJ Digital library
Articles

The Effect of Ethical Leadership on Organizational Citizenship Behavior and Turnover Intention with Intrinsic Motivation as a Mediating Variable A Study of Companies in the Trade and Services Sector

PDF
  • Febriansyah,
  • Aulia Darmaputri Savitri,
  • Elfira Vathia Khairunnisa,
  • Andriyani
Febriansyah
Student, Master of Management, Faculty of Economics and Business, Universitas Diponegoro, Indonesia.
Aulia Darmaputri Savitri
Student, Master of Management, Faculty of Economics and Business, Universitas Diponegoro, Indonesia.
Elfira Vathia Khairunnisa
Student, Master of Management, Faculty of Economics and Business, Universitas Diponegoro, Indonesia.
Andriyani
Lecturer, Master of Management, Faculty of Economics and Business, Universitas Diponegoro, Indonesia.
Published in : International Journal of Scientific Research and Management (IJSRM) , Vol. 11 No. 11 (2023)

Published 2023-11-15

Keywords

  • ethical leadership,
  • Turnover Intention,
  • intrinsic motivation,
  • Organizational Citizenship Behavior

Copyright (c) 2023 Febriansyah, Aulia Darmaputri Savitri, Elfira Vathia Khairunnisa, Andriyani

Creative Commons License

This work is licensed under a Creative Commons Attribution 4.0 International License.

Abstract

This research aimed to investigate the influence of Ethical Leadership on Intrinsic Motivation, the influence of Ethical Leadership on Turnover Intention, the influence of Ethical Leadership on Organizational Citizenship Behavior, the impact of Intrinsic Motivation as a mediating variable on Turnover Intention, and the effect of Intrinsic Motivation as a mediating variable on Organizational Citizenship Behavior. Primary data for this study were collected directly through the completion of questionnaires from 243 employees. The data analysis method employed in this research was Partial Least Squares (PLS). The results indicate a strong connection between ethical leadership and both intrinsic motivation and organizational citizenship behavior, emphasizing the importance of ethical leadership practices within organizations. These practices, including ethical leadership training, fostering an organizational culture that encourages ethics, and applying ethical principles in decision-making, can significantly enhance intrinsic motivation and workplace behavior. Conversely, the study reveals that ethical leadership does not significantly influence turnover intention, suggesting that organizations should consider other factors affecting employees' intentions to leave their jobs, such as the work environment, career development, and work-life balance. While intrinsic motivation, when examined independently, may not directly impact organizational citizenship behavior, it plays a pivotal moderating role in influencing workplace behavior. Organizations are encouraged to explore additional factors that more directly shape organizational citizenship behavior, acknowledging the crucial role of intrinsic motivation in moderating these relationships

PDF

References

  1. Al Halbusi, H., Tang, T. L. P., Williams, K. A., & Ramayah, T. (2022). Do ethical leaders enhance employee ethical behaviors? Organizational justice and ethical climate as dual mediators and leader moral attentiveness as a moderator--Evidence from Iraq's emerging market. Asian Journal of Business Ethics, 11(1), 105-135.
  2. Alkhadra, W. A., Khawaldeh, S., & Aldehayyat, J. (2022). Relationship of ethical leadership, organizational culture, corporate social responsibility and organizational performance: a test of two mediation models. International Journal of Ethics and Systems, (ahead-of-print).
  3. Alkhateri, A. S., Abuelhassan, A. E., Khalifa, G. S., Nusari, M., & Ameen, A. (2018). The Impact of perceived supervisor support on employees turnover intention: The Mediating role of job satisfaction and affective organizational commitment. International Business Management, 12(7), 477-492.
  4. Avey, J., Palanski, M., & Walumbwa, F. (2011). When leadership goes unnoticed: The moderating role of follower self-esteem on the relationship between ethical leadership and follower behavior. Journal of Business Ethics, 98(4), 573-582.
  5. 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.
  6. Chen, Y., Zhang, J., Liu, C. E., Liu, T., & He, W. (2021). Work-related identity discrepancy and employee innovation behavior: the role of intrinsic motivation and self-construal. Chinese Management Studies, 15(5), 1143-1156.
  7. Danish, R. Q., Hafeez, S., Hafiz, F. A., Mehta, A. M., Ahmad, M. B., & Ali, M. (2020). Impact of ethical leadership on organizational commitment and organizational citizenship behavior with mediating role of intrinsic motivation. International Review of Management and Marketing, 10(4), 25.
  8. Dysvik, A., & Kuvaas, B. (2010). Exploring the relative and combined influence of mastery‐approach goals and work intrinsic motivation on employee turnover intention. Personnel review, 39(5), 622-638.
  9. Elci, M., Şener, İ., Aksoy, S., & Alpkan, L. (2012). The impact of ethical leadership and leadership effectiveness on employees’ turnover intention: The mediating role of workrelated stress. Procedia-Social and Behavioral Sciences, 58, 289-297.
  10. El-Zohiry, A. A., & Abd-Elbaqy, K. Y. (2019). The moderating effect of intrinsic motivation on the relationship between psychological capital and organizational citizenship behaviors. Management Review: An International Journal, 14(2), 4-32.
  11. Hanaysha, J. R., Kumar, V. A., In'airat, M., & Paramaiah, C. (2022). Direct and indirect effects of servant and ethical leadership styles on employee creativity: mediating role of organizational citizenship behavior. Arab Gulf Journal of Scientific Research, (ahead-of-print).
  12. Julmi, C., Pereira, J. M., Bramlage, J. K., & Jackenkroll, B. (2022). Explaining the relationship between ethical leadership and burnout facets in the academic context: the mediating role of illegitimate tasks. International Journal of Organization Theory & Behavior, 25(1/2), 39-55.
  13. Kim, S. S., Pak, J., & Son, S. Y. (2023). Do calling-oriented employees take charge in organizations? The role of supervisor close monitoring, intrinsic motivation, and organizational commitment. Journal of Vocational Behavior, 140, 103812.
  14. Marquardt, D. J., Manegold, J., & Brown, L. W. (2022). Integrating relational systems theory with ethical leadership: How ethical leadership relates to employee turnover intentions. Leadership & organization development journal, 43(1), 155-179.
  15. Organ ,Dennis. W. (1988) Organizational Citizenship Behavior: The Good Soldier Syndrome, by. Lexington, MA: Lexington. Books
  16. Özkan, A. H. (2021). A meta-analysis of the variables related to turnover intention among IT personnel. Kybernetes, 51(4), 1584-1600.
  17. Potipiroon, W., & Ford, M. T. (2017). Does public service motivation always lead to organizational commitment? Examining the moderating roles of intrinsic motivation and ethical leadership. Public Personnel Management, 46(3), 211-238.
  18. Shafique, I., N 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: INDECS, 16(1), 71-87.
  19. Shareef, R. A., & Atan, T. (2019). The influence of ethical leadership on academic employees’ organizational citizenship behavior and turnover intention: Mediating role of intrinsic motivation. Management Decision, 57(3), 583-605.
  20. Tan, L. P., Yap, C. S., Choong, Y. O., Choe, K. L., Rungruang, P., & Li, Z. (2019). Ethical leadership, perceived organizational support and citizenship behaviors: The moderating role of ethnic dissimilarity. Leadership & Organization Development Journal.
  21. Trisno, T., & Abror, A. (2019). The Influence of Ethical Leadership, Intrinsic Motivation, And Work Commitments on Job Satisfaction (Study of the Ministry of Religion, Padang City and Pasaman District). Adv. Econ. Bus. Manag. Res, 97, 310-320.
  22. Wang, Y. D., & Sung, W. C. (2016). Predictors of organizational citizenship behavior: Ethical leadership and workplace jealousy. Journal of Business Ethics, 135, 117-128.
  23. Xu, S., Martinez, L. R., Van Hoof, H., Tews, M., Torres, L., & Farfan, K. (2018). The impact of abusive supervision and co-worker support on hospitality and tourism student employees’ turnover intentions in Ecuador. Current issues in Tourism, 21(7), 775-790.
  24. Yazdanshenas, M., & Mirzaei, M. (2022). Leadership integrity and employees’ success: role of ethical leadership, psychological capital, and psychological empowerment. International Journal of Ethics and Systems, (ahead-of-print).
  25. Zainun, N. F. H., Johari, J., & Adnan, Z. (2021). Machiavellianism, locus of control, moral identity, and ethical leadership among public service leaders in Malaysia: the moderating effect of ethical role modelling. International Journal of Sociology and Social Policy, 41(9/10), 1108-1133.
  26. Zara, a., shehzad, a., zameer, m., arshad, n., tariq, a., & abid, g. (2022). impact of employee autonomy and family motivation on organizational citizenship behavior: mediation of intrinsic motivation and moderation of fairness perception. bulletin of business and economics (bbe), 11(2), 271-291.
  27. Zheng, Y., Epitropaki, O., Graham, L., & Caveney, N. (2022). Ethical leadership and ethical voice: The mediating mechanisms of value internalization and integrity identity. Journal of Management, 48(4), 973-1002.