Skip to main content
Log in

The Relationship Between Responsible Leadership and Organisational Commitment and the Mediating Effect of Employee Turnover Intentions: An Empirical Study with Australian Employees

  • Original Paper
  • Published:
Journal of Business Ethics Aims and scope Submit manuscript

Abstract

Contemporary leaders are increasingly challenged to execute their leadership roles with a higher sense of responsibility. However, only a handful of studies have empirically examined the influence of responsible leadership on employee and organisational outcomes. Using Social Identity Theory and Psychological Contract Theory, this paper reports the findings of the relationship between responsible leadership and organisational commitment through the mediating role of employee turnover intentions. A web-based online survey was administered to collect data targeting a sample of 200 Australian employees working full time. Structural equation modelling was used to analyse the data. The results reveal that perceived responsible leadership significantly influences employees’ organisational commitment and their turnover intentions. Moreover, the direct relationship between responsible leadership and organisational commitment was found to be partially mediated by employees’ turnover intentions.

This is a preview of subscription content, log in via an institution to check access.

Access this article

Price excludes VAT (USA)
Tax calculation will be finalised during checkout.

Instant access to the full article PDF.

Institutional subscriptions

Fig. 1
Fig. 2

Similar content being viewed by others

References

  • Anderson, J. C., & Gerbing, D. W. (1988). Structural equation modeling in practice: A review and recommended two-step approach. Psychological Bulletin, 103(3), 411–423.

    Article  Google Scholar 

  • Antunes, A., & Franco, M. (2016). How people in organizations make sense of responsible leadership practices: Multiple case studies. Leadership and Organization Development Journal, 37(1), 126–152.

    Article  Google Scholar 

  • Barling, J., Weber, T., & Kelloway, E. K. (1996). Effects of transformational leadership training on attitudinal and financial outcomes: A field experiment. Journal of Applied Psychology, 81(6), 827–832.

    Article  Google Scholar 

  • Bass, B. M., & Avolio, B. J. (1990). The implications of transactional and transformational leadership for individual, team, and organizational development. In R. W. Woodman & W. A. Pasmore (Eds.), Research in organizational change and development (pp. 231–272). Greenwich, CT: JAI.

    Google Scholar 

  • Bass, B. M., & Avolio, B. J. (1994). Improving organizational effectiveness through transformational leadership. Thousand Oaks: Sage.

    Google Scholar 

  • Bass, A. J., Zhu, W., Koh, W., & Bhatia, P. (2004). Transformational leadership and organizational commitment: Mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior, 25, 951–968.

    Article  Google Scholar 

  • Becker, T. E. (1992). Foci and bases of commitment: Are they distinctions worth making? Academy of Management Journal, 35(1), 232–244.

    Article  Google Scholar 

  • Bedi, A., Alpaslan, C., & Green, S. (2016). A meta-analytic review of ethical leadership outcomes and moderators. Journal of Business Ethics, 139(3), 517–536.

    Article  Google Scholar 

  • Bernat, J. (2007). Cutting cost through lower new employee turnover. Retrieved December 27, 2015, from http://www.gallagherbenefits.com/portal/server.pt/gateway/PTARGS_0_24632_550049_0_0_18/HRPulse_0307_Bernat.pdf.

  • Blau, G. (2007). Does a corresponding set of variables for explaining voluntary organizational turnover transfer to explaining voluntary occupational turnover? Journal of Vocational Behaviour, 70, 135–148.

    Article  Google Scholar 

  • Brief, A. P. (1998). Attitudes in and around the organizations. Thousand Oaks: Sage.

    Google Scholar 

  • Brien, A., Thomas, N., & Hussein, A. S. (2015). Turnover intention and commitment as part of organisational social capital in the hotel industry. Journal of Human Resources in Hospitality and Tourism, 14(4), 357–381.

    Article  Google Scholar 

  • Brown, M. E., & Trevino, L. K. (2006). Ethical readership: A review and future directions. Leadership Quarterly, 17(6), 595–616.

    Article  Google Scholar 

  • Burns, A. C., & Bush, R. F. (2006). Marketing research. Englewood Cliffs: Prentice Hall.

    Google Scholar 

  • Burris, E. R., Detert, J. R., & Chiaburu, D. S. (2008). Quitting before leaving: The mediating effects of psychological attachment and detachment on voice. Journal of Applied Psychology, 93(4), 912–922.

    Article  Google Scholar 

  • Byrne, B. M. (2010). Structural equation modeling with AMOS: Basic concepts, applications, and programming. New York: Taylor & Francis Group, LLC.

    Google Scholar 

  • Cerit, Y. (2010). The effects of servant leadership on teachers’ organizational commitment in primary schools in Turkey. International Journal of Leadership in Education, 13(3), 301–317.

    Article  Google Scholar 

  • Christian, J., & Ellis, A. (2014). The crucial role of turnover intentions in transforming moral disengagement into deviant behavior at work. Journal of Business Ethics, 119(2), 193–208.

    Article  Google Scholar 

  • Cohen, J. (1992). Quantitative methods in psychology: A power primer. Psychological Bulletin, 112(1), 155–159.

    Article  Google Scholar 

  • Cohen, A. (1993). Organizational commitment and turnover: A meta-analysis. The Academy of Management Journal, 36(5), 1140–1157.

    Article  Google Scholar 

  • Coltman, T., Devinney, T. M., Midgley, D. F., & Venaik, S. (2008). Formative versus reflective measurement models: Two applications of formative measurement. Journal of Business Research, 61(12), 1250–1262.

    Article  Google Scholar 

  • Dawley, D., Stephens, R., & Stephens, D. (2005). Dimensionality of organizational commitment in volunteer workers: Chamber of commerce board members and role fulfilment. Journal of vocational Behaviour, 67, 511–525.

    Article  Google Scholar 

  • Doh, J. P., & Quigley, N. R. (2014). Responsible leadership and stakeholder management: Influence pathways and organizational outcomes. Academy of Management Perspectives, 28(3), 255–274.

    Article  Google Scholar 

  • Doh, J. P., Stumpf, S. A., & Walter, T. G., Jr. (2011). Responsible leadership helps retain talent in India. Journal of Business Ethics, 98(1), 85–100.

    Article  Google Scholar 

  • Donnelly, J. H., & Ivancevich, J. M. (1975). Role clarity and the salesman. Journal of Marketing, 39(1), 71–74.

    Google Scholar 

  • Edwards, J. R., & Bagozzi, R. P. (2000). On the nature and direction of relationships between constructs and measures. Psychological Methods, 5(2), 155–174.

    Article  Google Scholar 

  • Efron, B., & Tibshiriani, R. J. (1993). An introduction to the bootstrap. New York: Chapman & Hall.

    Book  Google Scholar 

  • Fakunmoju, S. B., & Kersting, R. C. (2016). Perceived effects of student loan forgiveness on turnover intention among social workers in Massachusetts. Social Work, 61(4), 331–339.

    Article  Google Scholar 

  • Faloye, D. O. (2014). Organisational commitment and turnover intentions: Evidence from Nigerian paramilitary organisation. International Journal of Business & Economic Development, 2(3), 23–34.

    Google Scholar 

  • Fernando, M. (2016). Leading responsibly in the Asian century, Cham, [Ger.]: Springer, [2016]. UOW Catalogue, EBSCOhost. Accessed February 2, 2016.

  • Fernando, M., & Sim, A. B. (2011). Strategic ambiguity and leaders’ responsibility beyond maximizing profits. European Management Journal, 29(6), 504–513.

    Article  Google Scholar 

  • Fournier, C., Tanner, J. F., Chonko, L. B., & Manolis, C. (2010). The moderating role of ethical climate on salesperson propensity to leave. Journal of Personal Selling and Sales Management, 30(1), 7–22.

    Article  Google Scholar 

  • Freeman, R. E., Harrison, J. S., & Wicks, A. C. (2007). Managing for stakeholders: Survival, reputation, and success. New Haven: Yale University Press.

    Google Scholar 

  • Gallup, (2009). The Gallup Q12—Employee meaning–Poll 2008 results. Australia Overview, Gallup Consulting. Retrieved February 3, 2010, from http://www.destinationtalent.com.au/blog/wpcontent/uploads/2009/02/the-gallup-q12-poll-2008-australia-10022009.pdf.

  • Gardner, J. (1990). On leadership. New York: The Free Press.

    Google Scholar 

  • Gardner, W. L., Avolio, B. J., Luthans, F., May, D. R., & Walumba, F. O. (2005). Can you see the real me? A self-based model of authentic leader and follower development. Leadership Quarterly, 16(3), 343–372.

    Article  Google Scholar 

  • Gilbreath, B., & Karimi, L. (2012). Supervisor behavior and employee presenteeism. International Journal of Leadership Studies, 7(1), 114–131.

    Google Scholar 

  • Greenleaf, R. K. (2002). Servant-leadership: A journey into the nature of legitimate power and greatness. Mahwah: Paulist Press, NJ.

    Google Scholar 

  • Griffith, J. (2004). Relations of principal transformational leadership to school staff job satisfaction, staff turnover, and school performance. Journal of Educational Administration, 42(3), 333–356.

    Article  Google Scholar 

  • Grimm, L. G., & Yarnold, P. R. (2000). Reading and understanding more multivariate statistics. Washington, DC: American Psychological Association.

    Google Scholar 

  • Hartman, C. C. (2000). Organizational commitment: Method scale analysis and test of effects. International Journal of Organizational Analysis, 8(1), 89–109.

    Article  Google Scholar 

  • Hayes, A. F. (2009). Beyond baron and kenny: Statistical mediation analysis in the new millennium. Communication Monographs, 76(4), 408–420.

    Article  Google Scholar 

  • Hirst, G., Walumbwa, F., Aryee, S., Butarbutar, I., & Chen, C. (2016). A multi-level investigation of authentic leadership as an antecedent of helping behaviour. Journal of Business Ethics, 139(3), 485–499.

    Article  Google Scholar 

  • Hogg, M. A. (2001). A social identity theory of leadership. Personality and Social Psychology Review, 5(3), 184–200.

    Article  Google Scholar 

  • Hu, L., & Bentler, P. M. (1999). Structural equation modeling: A multidisciplinary journal. Structural Equation Modeling, 6(1), 1–55.

    Article  Google Scholar 

  • Jackson, T. A., Meyer, J. P., & Wang, X. H. (2013). Leadership, commitment, and culture: A meta-analysis. Journal of Leadership and Organizational Studies, 20(1), 84–106.

    Article  Google Scholar 

  • Jaramillo, F., Grisaffe, D. B., Chonko, L. B., & Roberts, J. A. (2009). Examining the impact of servant leadership on salesperson’s turnover intention. Journal of Personal Selling and Sales Management, 29(4), 351–365.

    Article  Google Scholar 

  • Johnson, T., & Fendrich, M. (2002). A validation of the crowne–marlowe social desirability scale. St Petersburg: Paper Presented At The American Association for Public Opinion Research.

    Google Scholar 

  • Joinson, C. (2000). Public sector HR: Leaving bureaucracy behind. HR Magazine, 45(6). Accessed May 22, 2014, from http://www.shrm.org/hrmagazine/2000index/0600/0600joinson.asp.

  • Joyce, A. (2006). Likeability value as much as job skills, The Honolulu Advertiser. Accessed 12 December 2013, from http://the.honoluluadvertiser.com/article/2006/Mar/13/bz/FP603130308.html.

  • Jung, J., & Kim, Y. (2012). Causes of newspaper firm employee burnout in Korea and its impact on organizational commitment and turnover intention. International Journal of Human Resource Management, 23(17), 3636–3651.

    Article  Google Scholar 

  • Kfirat, S., Polat, F., & Yetim, U. (2016). How the poor deal with their own poverty: A social psychological analysis from the social identity perspective. Social Indicators Research, 127(1), 413–433.

    Article  Google Scholar 

  • Kim, W. G., & Brymer, R. A. (2011). The effects of ethical leadership on manager job satisfaction, commitment, behavioral outcomes, and firm performance. International Journal of Hospitality Management, 30(4), 1020–1026.

    Article  Google Scholar 

  • Ko, J. W., Price, J. L., & Mueller, C. W. (1997). Assessment of Meyer and Allen’s three component model of organizational commitment in South Korea. Journal of Applied Psychology, 82(6), 961–973.

    Article  Google Scholar 

  • Kotter, J. P. (1990). A force for change: How leadership differs from management. New York: Free Press.

    Google Scholar 

  • Larson, E. W., & Fukami, C. V. (1984). Commitment to company and union: Parallel models. Journal of Applied Psychology, 69(3), 367–371.

    Article  Google Scholar 

  • Lee, D. C., Hung, L. M., & Chen, M. L. (2012). Empirical study on the influence among corporate sponsorship, organizational commitment, organizational cohesiveness and turnover intention. Journal of Management and Sustainability, 2(2), 43–53.

    Article  Google Scholar 

  • Liden, R. C., Wayne, S. J., Chenwei, L., & Meuser, J. D. (2014). Servant leadership and serving culture: Influence on individual and unit performance. Academy of Management Journal, 57(5), 1434–1452.

    Article  Google Scholar 

  • Locke, E. A., Cartledge, N., & Knerr, C. S. (1970). Studies of the relationship between satisfaction, goal setting, and performance. Organizational Behavior and Human Performance, 5(2), 135–158.

    Article  Google Scholar 

  • Maak, T., & Pless, N. M. (2006). Responsible leadership: A relational approach. In T. Maak & N. M. Pless (Eds.), Responsible leadership. New York: Routledge.

    Chapter  Google Scholar 

  • Maak, T., Pless, N. M., & Voegtlin, C. (2016). Business statesman or shareholder advocate? CEO responsible leadership styles and the micro-foundations of political CSR. Journal of Management Studies, 53(3), 463–493.

    Article  Google Scholar 

  • Mathieu, J. E., & Zajac, D. M. (1990). A review and meta-analysis of the antecedents, correlates, and consequences of organizational commitment. Psychological Bulletin, 108(2), 171–194.

    Article  Google Scholar 

  • Meyer, J. P., & Allen, N. J. (1991a). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1(1), 61–89.

    Article  Google Scholar 

  • Meyer, J. P., & Allen, N. J. (1991b). Development of organizational commitment during the first year of employment: a longitudinal study of pre- and post-entry influences. Journal of Management, 17(4), 717–733.

    Article  Google Scholar 

  • Meyer, J. P., & Allen, N. J. (1997). Commitment in the workplace: Theory, research, and application. Thousand Oaks: Sage.

    Google Scholar 

  • Meyer, J. P., Allen, N. J., & Smith, C. A. (1993). Commitment to organizations and occupations: Extension and test of a three component conceptualization. Journal of Applied Psychology, 78(4), 538–551.

    Article  Google Scholar 

  • Meyer, J. P., Stanley, D. J., Hersovitch, L., & Topolnytsky, L. (2002). Affective, continuance, and normative commitment to the organization: A meta-analysis of antecedents, correlates, and consequences. Journal of Vocational Behavior, 61(1), 20–52.

    Article  Google Scholar 

  • Millward, L. J., & Hopkins, L. J. (1998). Psychological contracts, organizational and job commitment. Journal of Applied Social Psychology, 28(16), 1530–1556.

    Article  Google Scholar 

  • Miska, C., & Mendenhall, M. E. (2015). Responsible leadership: A mapping of extant research and future directions. Journal of Business Ethics. doi:10.1007/s10551-015-2999-0.

    Article  Google Scholar 

  • Mobley, W. H. (1977). Intermediate linkage in the relationships between job satisfaction and employee turnover. Journal of Applied Psychology, 62(2), 237–240.

    Article  Google Scholar 

  • Mossholder, K. W., Settoon, R. P., & Henagan, S. C. (2005). A relational perspective on turnover: examining structural, attitudinal, and behavioral predictors. Academy of Management Journal, 48(4), 607–618.

    Article  Google Scholar 

  • Mowday, R. T., Steers, R. M., & Porter, L. W. (1979). The measurement of organizational commitment. Journal of Vocational Behaviour, 14(2), 224–247.

    Article  Google Scholar 

  • Murray, L. P., Gregoire, M. B., & Downey, R. G. (1991). Organizational commitment of management employees in restaurant operations. Hospitality Research Journal, 14, 339–348.

    Article  Google Scholar 

  • Myatt, M. (2008). How to reduce employee turnover. Retrieved August 11, 2008, from http://cpnmhn.typepad.com/management_matters/2008/06/how-to-reduce-e.html150.

  • Ng, T. W. (2016). Theoretical and practitioner letters: Transformational leadership and performance outcomes: Analyses of multiple mediation pathways. Leadership Quarterly. doi:10.1016/j.leaqua.2016.11.008.

    Article  Google Scholar 

  • Ng, T. W., & Sorensen, K. L. (2008). Toward a further understanding of the relationships between perceptions of support and work attitudes: A meta-analysis. Group and Organization Management, 33(3), 243–268.

    Article  Google Scholar 

  • Nyberg, A., Westerlund, H., Linda, L., Hanson, M., & Theorell, T. (2008). Managerial leadership is associated with self-reported sickness absence and sickness presenteeism among Swedish men and women. Scandinavian Journal of Public Health, 36(8), 803–811.

    Article  Google Scholar 

  • Orlitzky, M., Schmidt, F. L., & Rynes, S. (2003). Corporate social and financial performance: A meta-analysis. Organization Studies, 24(3), 403–411.

    Article  Google Scholar 

  • Pless, N. M., Maak, T., & Stahl, G. K. (2011). Developing responsible global leaders through international service- learning programs: The Ulysses experience. Academy of Management Learning and Education, 10(2), 237–260.

    Google Scholar 

  • Podsakoff, P. M., MacKenzie, S. B., Lee, J. Y., & Podsakoff, N. P. (2003). Common method biases in behavioral research: A critical review of the literature and recommended remedies. Journal of Applied Psychology, 88(5), 879–903.

    Article  Google Scholar 

  • Raja, U., Johns, G., & Ntalianis, F. (2004). The impact of personality on psychological contracts. Academy of Management Journal, 47, 350–367.

    Google Scholar 

  • Raykov, T. (1997). Simultaneous study of group and individual latent longitudinal change patterns using structural equation modeling. Structural Equation Modeling, 4(3), 212–236.

    Article  Google Scholar 

  • Raykov, T., & Marcoulides, G. A. (2000). A first course in structural equation modeling. Mahwah: Lawrence Erlbaum Associates.

    Google Scholar 

  • Rhoades, L., & Eisenberger, R. (2002). Perceived organizational support: A review of the literature. Journal of Applied Psychology, 87(4), 698–714.

    Article  Google Scholar 

  • Robinson, S. L. (1996). Trust and breach of the psychological contract. Administrative Science Quarterly, 41(4), 574–599.

    Article  Google Scholar 

  • Robinson, S. L., Kraatz, M. S., & Rousseau, D. M. (1994). Changing obligations and the psychological contract: A longitudinal study. Academy of Management Journal, 37(1), 137–152.

    Google Scholar 

  • Robinson, S. L., & Rousseau, D. M. (1994). Violating the psychological contract: Not the exception but the norm. Journal of Organizational Behaviour, 15(3), 245–259.

    Article  Google Scholar 

  • Rousseau, D. M. (1990). New hire perceptions of their own and their employer’s obligations: A study of psychological contracts. Journal of Organizational Behaviour, 11(5), 389–400.

    Article  Google Scholar 

  • Rousseau, D. M. (1995). Psychological contracts in organizations: Understanding written and unwritten agreements. Thousand Oaks: Sage.

    Google Scholar 

  • Sahi, G. K., & Mahajan, R. (2014). Employees’ organisational commitment and its impact on their actual turnover behaviour through behavioural intentions. Asia Pacific Journal of Marketing and Logistics, 26(4), 621–646.

    Article  Google Scholar 

  • Salami, S. O., & Omole, O. A. (2005). Participation in decision making process: Incentives and training as predictors of organisational commitment among industrial workers. African Journal for the Psychological Study of Social Issues, 8(2), 210–227.

    Google Scholar 

  • Samad, S. (2006). The contribution of demographic variables: Job characteristics and job satisfaction on turnover intentions. Journal of International Management Studies, 1(1), 1–12.

    Google Scholar 

  • Schwerin, M. & Kline, T. (2008). An examination of employee turnover models. Retrieved June 18, 2009, from https://www.nps.edu/Academics/GSBPPAVorkforce.

  • Stahl, G. K., & Luque, M. D. (2014). Antecedents of responsible leader behavior: A research synthesis, conceptual framework, and Agenda for future research Vienna University of business and economics. The Academy of Management Perspectives, 28(3), 235–254.

    Article  Google Scholar 

  • Stogdill, R. (1963). Manual for the leader behavior description questionnaire-form XII. Columbus: Bureau of Business Research, Ohio State University.

    Google Scholar 

  • Taifor, N.A., Abdullah, H.S. & Hashim, R. (2011). Incidence and antecedents of presenteeism: The case of a federal government ministry in Malaysia. Humanities, science and engineering (CHUSER), IEEE colloquium, PP. 654–659.

  • Tajfel, H. (1974). Social identity and intergroup behaviour. Social Science Information, 13(2), 65–93.

    Article  Google Scholar 

  • Tajfel, H., & Turner, J. C. (1986). The social identity theory of intergroup behaviour. In S. Worchel & W. Austin (Eds.), psychology of intergroup relations (pp. 7–24). Chicago: Nelson Hall.

    Google Scholar 

  • Tajfel, H. & Turner, J. C. (2004). The social identity theory of inter-group behaviour. In political psychology: Key readings (Jost, J.T. (Eds.). New York: Psychology Press. PP. 276–279.

  • Tran, V., Garcia-Prieto, P., & Schneider, S. C. (2011). The role of social identity, appraisal, and emotion in determining responses to diversity management. Human Relations, 64(2), 161–176.

    Article  Google Scholar 

  • Turner, J. C. (1999). Some current issues in research on social identity and self-categorization theories. In N. Ellemers, S. Spears, & B. Doosje (Eds.), Social identity (pp. 6–34). Oxford: Blackwell.

    Google Scholar 

  • Turner, J. C. (2010). Towards a cognitive redefinition of the social group. In H. Tajfel (Ed.), Social identity and intergroup relations (pp. 15–40). Cambridge: Cambridge University Press.

    Google Scholar 

  • Voegtlin, C., Patzer, M., & Scherer, A. G. (2012). Responsible leadership in global business: A new approach to leadership and its multi-level outcomes. Journal of Business Ethics, 105(1), 1–16.

    Article  Google Scholar 

  • Waldman, D. A. (2014). Bridging the domains of leadership and corporate social responsibility. In D. Day (Ed.), Handbook of leadership and organizations (pp. 541–557). New York: Oxford University Press.

    Google Scholar 

  • Waldman, D. A., & Balven, R. M. (2014). Responsible leadership: Theoretical issues and research directions. The Academy of Management Perspectives, 28(3), 224–234.

    Article  Google Scholar 

  • Waldman, D. A., & Galvin, B. M. (2008). Alternative perspectives of responsible leadership. Organizational Dynamics, 37(4), 327–341.

    Article  Google Scholar 

  • Waldman, D. A., & Siegel, D. (2008). Defining the socially responsible leader. Leadership Quarterly, 19(1), 117–131.

    Article  Google Scholar 

  • Witt, M. A., & Stahl, G. K. (2016). Foundations of responsible leadership: Asian versus Western executive responsibility orientations toward key stakeholders. Journal of Business Ethics, 136(3), 623–638.

    Article  Google Scholar 

Download references

Author information

Authors and Affiliations

Authors

Corresponding author

Correspondence to Amlan Haque.

Ethics declarations

Conflict of interest

Author Haque declares that he has no conflict of interest. Author Fernando declares that he has no conflict of interest. Author Caputi declares that he has no conflict of interest.

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Haque, A., Fernando, M. & Caputi, P. The Relationship Between Responsible Leadership and Organisational Commitment and the Mediating Effect of Employee Turnover Intentions: An Empirical Study with Australian Employees. J Bus Ethics 156, 759–774 (2019). https://doi.org/10.1007/s10551-017-3575-6

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s10551-017-3575-6

Keywords

Navigation