Responsible leadership an obstacle for turnover intention

Yasin, Raheel; Namoco, Sarah Obsequio; Jauhar, Junaimah; Rahim, Noor Fareen Abdul; Zia, Najam Ul

doi:10.1108/srj-03-2020-0092

Cited by 21 publications

(28 citation statements)

References 75 publications

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“…RL has direct effects on ethical climate [66] as well as previously mentioned indirect effects on micro-level variables through the mediation of ethical climate [89]. The relationship between these variables needs further investigation.…”

Section: Meso-levelmentioning

confidence: 81%

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Responsibility beyond the Board Room? A Systematic Review of Responsible Leadership: Operationalizations, Antecedents and Outcomes

et al. 2021

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For more than two decades, researchers have aimed to measure responsible leadership. This has resulted in several survey instruments and parallel streams of research, making it difficult to carve out the core. We systematically review 28 studies measuring responsible leadership (RL). A qualitative content analysis of RL survey instruments is conducted to identify the core aspects across measures, as well as synthesizing the evidence, mapping antecedents, and mapping the outcomes of RL. Findings show that 24 studies in the sample were published during the last two years, indicating a growth spurt in the field. Most survey instruments on RL measure leadership of the individual direct leader, while a few have a wider focus, such as leadership of the organization. Four themes were identified across RL survey instruments: accountable role model, inclusive facilitator, inventive planner and benevolent value creator. Our review contributes to the establishment of a joint platform for future research. In addition to providing a systematic account of evidence, our analysis points at research gaps and gives a basis for a critical discussion on nature as a stakeholder. Avenues for future research are outlined.

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Section: Meso-levelmentioning

confidence: 81%

“…Across several studies, RL showed negative associations with turnover intentions [59,62,63,67,89] as well as turnover rates [59]. The number of unique studies on RL and turnover intentions in addition to turnover rates from a large scale study (n = 4352) [59] gives considerable evidence of the relationship.…”

Section: Micro-levelmentioning

confidence: 96%

Responsibility beyond the Board Room? A Systematic Review of Responsible Leadership: Operationalizations, Antecedents and Outcomes

et al. 2021

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“…In Asian context, specific research investigates RL's effect on micro, meso and macro-level outcomes like unethical pro-organizational behaviour, talent retention, organizational citizenship behaviour, environmental performance, job performance and pandemic management (Yasin et al, 2020;Javed et al, 2020a;Afsar et al, 2020;Zhao and Zhou, 2019;Haque et al, 2019aHaque et al, , 2019bHan et al, 2019;Mehta et al, 2020;Lin et al, 2020). While exploring the Western developed notion of RL in the Asian context, Koh et al (2018) observed that Asian leaders possessed values and traits accordant with the Western concept of RL.…”

Section: Peeking Through the Asian Context Of Pakistanmentioning

confidence: 99%

“Being true to oneself”: the interplay of responsible leadership and authenticity on multi-level outcomes

Javed

Akhtar

Hussain

et al. 2021

LODJ

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PurposeDrawing on stakeholder theory, this study examines the relationship between responsible leadership and its macro-, meso- and micro-level outcomes. Further, this study investigates the moderating role of authenticity on the relationship between responsible leadership and its multi-level effects, i.e. relational social capital, corporate social performance and community citizenship behaviour among employees.Design/methodology/approachThe authors conducted four field studies using the quantitative methodology to test the hypotheses. In study 1 (N = 236), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and relational social capital. In study 2 (N = 203), by adopting a multi-wave research design, the authors examine the relationship between responsible leadership, authenticity and corporate social performance. In study 3 (N = 203), by adopting a multi-wave and multi-source research design, the authors examine the relationship between responsible leadership, authenticity and employees' community citizenship behaviour. In study 4 (N = 257), by adopting a multi-wave and multi-source research design, the authors capture the impact of responsible leadership on outcomes (social capital, corporate social performance and community citizenship behaviour) with a boundary condition of authenticity.FindingsThe authors find that responsible leadership enhances relational social capital, improves a firm's social performance and develops community citizenship behaviour among employees. Further, the study finds that authenticity positively moderates the relationship between responsible leadership and its multi-level outcomes.Originality/valueFirst, it is a maiden study to investigate the multi-level outcomes of RL in a series of three empirical studies. Second, it contributes to RL literature by testing a unique moderating role of authenticity between RL and its multi-level outcomes of relational social capital, corporate social performance and employees' community citizenship behaviour. This study also provides empirical evidence for the multi-level implications of stakeholder theory.

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“…If a company's employee-oriented social responsibility behavior is based on the Global Sullivan Principles, we can reasonably infer that there will be higher employee satisfaction. According to previous studies, a company's engagement in CSR activities changes the employees' perceptions of the company [30]. Since employee satisfaction is more difficult to observe and quantify, the data are limited.…”

Section: Csr and Employee Turnovermentioning

confidence: 99%

“…Lee, Park, and Lee [68] conducted a study on how employees perceive CSR-related activities conducted by their employers, and their findings indicate that CSR behavior affects employees' perceptions of CSR, and in turn enhances employees' reliance on their companies and their performance. Yasin, Namoco, Jauhar, Rahim, and Zia [30] investigated whether the ethical aspects of corporate leadership reduce employees' intention to leave the company and found that responsible leadership is positively correlated with the internal ethical climate within the company, which is negatively correlated with the employee turnover of the company.…”

Section: Research Hypothesismentioning

confidence: 99%

Employee Satisfaction, Corporate Social Responsibility and Financial Performance

et al. 2021

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This study explores the extent to which employee turnover, a proxy variable to employee loyalty, helps mediate the relationship between Taiwanese firms’ corporate social responsibility (CSR) performance and financial outcome. The results show that a firm’s CSR performance is negatively correlated with employee turnover and turnover variability, and moreover, employee turnover is negatively correlated with a firm’s financial performance. The result is especially noteworthy for studies regarding Taiwanese companies since quite a few of them are original equipment manufacturers (hereafter also referred to as OEMs), of intermediate goods. For the sample firms, although the contribution of social responsibility appears to have insignificantly direct benefit on financial performance, we document that the extent to which CSR conducts influence on long-term financial outcomes may be moderated and mediated by employee enthusiasm.

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Responsible leadership an obstacle for turnover intention

Cited by 21 publications

References 75 publications

Responsibility beyond the Board Room? A Systematic Review of Responsible Leadership: Operationalizations, Antecedents and Outcomes

Responsibility beyond the Board Room? A Systematic Review of Responsible Leadership: Operationalizations, Antecedents and Outcomes

“Being true to oneself”: the interplay of responsible leadership and authenticity on multi-level outcomes

Employee Satisfaction, Corporate Social Responsibility and Financial Performance

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