Frequent Change and Turnover Intention: The Moderating Role of Ethical Leadership

By Mayowa T. Babalola, J. Stouten, M. Euwema. 2016

133 citations recorded by the source corpus.

Subfields: Demography, Information Systems and Management, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/5ab6ad4e9cf4c7e24c29514f7d2fe10946bb942a

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Demography

1. Mayowa T. Babalola
2. P. Neves
3. P. Almeida
4. M. Velez

In Information Systems and Management

1. Mayowa T. Babalola
2. Omale A. Garba
3. P. Neves
4. Liang Guo
5. P. Almeida
6. M. Velez

In Organizational Behavior and Human Resource Management

1. P. Almeida
2. M. Velez
3. Omale A. Garba
4. Mayowa T. Babalola
5. P. Neves
6. Stephen J. Jaros

Citations in the corpus

• A social exchange perspective on why and when ethical leadership foster customer-oriented citizenship behavior (2018, background): “Moreover, because people are no longer as committed to their organizations as they once were decades ago due to change frequency (Babalola et al., 2016a) and the fact that organizations especially in the hospitality industry are also noncommittal to longterm employment, this makes psychological…”
• Reducing intentions to resist future change: Combined effects of commitment‐based HR practices and ethical leadership (2018, background): “Babalola et al. (2014) showed that an increase in the frequency of change only leads to higher turnover intentions when leaders are seen as not behaving ethically.”