The Impact of Perceived Ethical Leadership on Turnover Intention, with an Emphasis on Benevolent Rule Breaking and Perceived Organizational Inertia (in Persian)

Purpose:This study aimed to investigate the impact of perceived ethical leadership model on employee turnover, considering the moderating role of organizational inertia and the mediating role of benevolent rule breaking in government organizations. Methodology:This descriptive-survey research was conducted on 291 employees of a government organization in Tabriz, selected through simple random sampling. We applied correlational method and structural equation modelling (SEM) to test the hypotheses and the conceptual model. Findings:The results indicate that ethical leadership has a significant and negative impact on employee turnover. Furthermore, benevolent rule breaking plays a mediating role in this relationship, while organizational inertia moderates the effects of ethical leadership on employee turnover. Originality:This study contributes to the existing literature by providing empirical evidence on the complex relationships between ethical leadership, employee turnover, organizational inertia, and benevolent rule breaking in the context of government organizations. The findings offer valuable insights for managers seeking to reduce employee turnover and foster a positive organizational climate. Recommendations:Government organizations are encouraged to promote ethical leadership practices, manage organizational inertia effectively, and create a supportive environment that encourages benevolent rule breaking. These strategies can help to improve employee retention and enhance organizational performance.