The Importance of Ethical Leadership in Employees’ Value Congruence and Turnover

Guiyao Tang, Zhenyao Cai, Zhiqiang Liu*, Hong Zhu, Xin Yang, Ji LI

*Corresponding author for this work

Research output: Contribution to journalArticlepeer-review

20 Citations (Scopus)

Abstract

This study investigates the relationship between leadership, value congruence, and employees’ intention to leave in China’s hospitality industry. We test the moderating effect of cultural values on the relationships between these factors using data gathered from employees at ten branches of a major restaurant chain in South China. Our results show (1) a positive relationship between ethical leadership and leader–follower value congruence, (2) a significant moderating effect of collectivism on the relationship between ethical leadership and leader–follower value congruence, (3) a negative relationship between leader–follower value congruence and employees’ intention to leave, and (4) a significant mediating effect of value congruence on the relationship between ethical leadership and employees’ intention to leave. Although these findings apply only to the restaurant industry, it is clear that ethical behavior by group leaders builds value congruence and discourages employee turnover.

Original languageEnglish
Pages (from-to)397-410
Number of pages14
JournalCornell Hospitality Quarterly
Volume56
Issue number4
DOIs
Publication statusPublished - 1 Nov 2015

Scopus Subject Areas

  • Tourism, Leisure and Hospitality Management

User-Defined Keywords

  • collectivism
  • leadership
  • turnover intention
  • value congruence

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