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Voice More and Stay Longer: How Ethical Leaders Influence Employee Voice and Exit Intentions

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  • Lam, Long W.
  • Loi, Raymond
  • Chan, Ka Wai
  • Liu, Yan

Abstract

Given the importance of voice in ethical leadership theory, we analyze the relationship of ethical leadership to employee voice and the relationship of voice to exit intentions. Building on the theory of work engagement, we further hypothesize that cognitive engagement mediates these proposed relationships. To test these propositions, we conduct a field study to relate ethical leadership of supervisors, measured at time 1, to employees’ cognitive job engagement, measured at time 2. The analyses show that the relationship between these variables can account for supervisory ethical leadership’s association with employee voice and exit intentions. In a supplementary study using a different sample, we find that supervisory ethical leadership is related to exit intentions through voice. We discuss how these findings contribute to the literature on ethical leadership, employee voice, and exit.

Suggested Citation

  • Lam, Long W. & Loi, Raymond & Chan, Ka Wai & Liu, Yan, 2016. "Voice More and Stay Longer: How Ethical Leaders Influence Employee Voice and Exit Intentions," Business Ethics Quarterly, Cambridge University Press, vol. 26(3), pages 277-300, July.
    • Handle: RePEc:cup:buetqu:v:26:y:2016:i:03:p:277-300_00
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    Cited by:

    1. Rana Muhammad Shahid Yaqub & Aneeta Rehman & Shakeela Kausar & Zakariya Hassan Qureshi, 2022. "Insights from Theory of Reason Action to Determine the Faculty Turn-Over Intentions in HEI’s of Southern Punjab: Mediating and Moderating Role of Perceived Organizational Justice and Organizational ," iRASD Journal of Management, International Research Alliance for Sustainable Development (iRASD), vol. 4(2), pages 375-389, june.
    2. Miao Qing & Muhammad Asif & Abid Hussain & Arif Jameel, 2020. "Exploring the impact of ethical leadership on job satisfaction and organizational commitment in public sector organizations: the mediating role of psychological empowerment," Review of Managerial Science, Springer, vol. 14(6), pages 1405-1432, December.
    3. Junghyun (Jessie) Lee & Jeewon Cho & Yoonjung Baek & Rajnandini Pillai & Se Hyung Oh, 2019. "Does ethical leadership predict follower outcomes above and beyond the full-range leadership model and authentic leadership?: An organizational commitment perspective," Asia Pacific Journal of Management, Springer, vol. 36(3), pages 821-847, September.
    4. Haeyoung Koo & Choelsoon Park, 2018. "Foundation of leadership in Asia: Leader characteristics and leadership styles review and research agenda," Asia Pacific Journal of Management, Springer, vol. 35(3), pages 697-718, September.
    5. Zhen Wang & Haoying Xu, 2019. "When and for Whom Ethical Leadership is More Effective in Eliciting Work Meaningfulness and Positive Attitudes: The Moderating Roles of Core Self-Evaluation and Perceived Organizational Support," Journal of Business Ethics, Springer, vol. 156(4), pages 919-940, June.

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