Skip to main content

Advertisement

SpringerLink
Log in

Assessing the effects of responsible leadership and ethical conflict on behavioral intention

  • Original Paper
  • Published:
Review of Managerial Science Aims and scope Submit manuscript

Abstract

This study develops a research model that elaborates how responsible leadership and ethical conflict influence employees from the perspectives of role theory and attachment theory. Its empirical results reveal that turnover intention indirectly relates to ethical conflict and responsible leadership via the mediating mechanisms of organizational identification and organizational uncertainty. At the same time, helping intention indirectly relates to ethical conflict and responsible leadership only through organizational identification. Finally, the managerial implications for international business and research limitations based on the empirical results are discussed.

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

Access this article

Log in via an institution

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

Instant access to the full article PDF.

Institutional subscriptions

Similar content being viewed by others

References

  • Anderson JC, Gerbing DW (1998) Structural equation modeling in practice: a review and recommended two-step approach. Psychol Bull 103(3):411–423

    Google Scholar 

  • Antunes A, Franco M (2016) How people in organizations make sense of responsible leadership practices: multiple case studies. Leadersh Organ Dev J 37(1):126–152

    Google Scholar 

  • Ashford SJ, Lee C, Bobko P (1989) Content, causes, and consequences of job insecurity: a theory-based measure and substantive test. Acad Manag J 32(4):803–829

    Google Scholar 

  • Avolio BJ, Sivasubramaniam N, Murray WD, Jung D, Garger JW (2003) Assessing shared leadership: development and preliminary validation of a Team Multifactor Leadership Questionnaire. In: Pearce CL, Conger JA (eds) Shared leadership. Sage, Thousand Oaks, pp 143–172

    Google Scholar 

  • Azari R, Pick JB (2005) Technology and society: socioeconomic influences on technological sectors for United States counties. Int J Inf Manag 25(1):21–37

    Google Scholar 

  • Baruch Y, Lin CP (2012) All for one, one for all: coopetition and virtual team performance. Technol Forecast Soc Change 79(6):1155–1168

    Google Scholar 

  • Benjamin A (2012) Human resource development climate as a predictor of citizenship behaviour and voluntary turnover intentions in the banking sector. Int Bus Res 5(1):110–119

    Google Scholar 

  • Berger CR, Calabrese RJ (1975) Some explorations in initial interaction and beyond: toward a developmental theory of interpersonal communication. Human Commun Res 1(2):99–112

    Google Scholar 

  • Brown M (1969) Identification and some conditions of organizational involvement. Adm Sci Q 14(3):346–355

    Google Scholar 

  • Brown ME, Treviño LK, Harrison DA (2005) Ethical leadership: a social learning perspective for construct development and testing. Organ Behav Hum Decis Process 97(2):117–134

    Google Scholar 

  • Cameron K, Caza A (2005) Developing strategies and skills for responsible leadership. In: Doh JP, Stumpf SA (eds) Handbook on responsible leadership and governance in global business. Edward Elgar, Cheltenham/Northampton, pp 87–111

    Google Scholar 

  • Cao Z, Chen J, Song Y (2013) Does total rewards reduce the core employees’ turnover intention? Int J Bus Manag 8(20):62–75

    Google Scholar 

  • Chang SJ, Van Witteloostuijn A, Eden L (2010) From the editors: common method variance in international business research. J Int Bus Stud 41(2):178–184

    Google Scholar 

  • Chen D-H, Lee Y-H (2016) The intraday price discovery of Taiwan’s dual-trading foreign exchange market. Corp Manag Rev 36(2):65–104

    Google Scholar 

  • Chen C-HV, Chang W-C, Lee H-M, Yuan M-L (2012) Effects of leader-member exchange and locus of control on job attitudes: the mediation of psychological empowerment. Chiao Da Manag Rev 32(2):77–104

    Google Scholar 

  • Cheney G (2006) The rhetoric of identification and the study of organizational communication. In: Putnam LL, Krone KJ (eds) Organizational communication. Sage, New Delhi, pp 257–276

    Google Scholar 

  • Chien CF, Chen LF (2007) Using rough set theory to recruit and retain high-potential talents for semiconductor manufacturing. IEEE Trans Semicond Manuf 20(4):528–541

    Google Scholar 

  • Chou C-K, Chen M-L (2016) A qualitative study on perceived value and loyalty: a moderated-mediation framework. Corp Manag Rev 36(2):105–122

    Google Scholar 

  • Chou C, Yang K-P, Chiu Y-J (2016) Coupled open innovation and innovation performance outcomes: roles of absorptive capacity. Corp Manag Rev 36(1):37–68

    Google Scholar 

  • Cole MS, Bruch H (2006) Organizational identity strength, identification, and commitment and their relationships to turnover intention: does organizational hierarchy matter? J Organ Behav 27(5):585–605

    Google Scholar 

  • Colquitt JA, LePine JA, Piccolo RF, Zapata CP, Rich BL (2012) Explaining the justice–performance relationship: trust as exchange deepener or trust as uncertainty reducer? J Appl Psychol 97(1):1–15

    Google Scholar 

  • DeConinck JB (2011) The effects of ethical climate on organizational identification, supervisory trust, and turnover among salespeople. J Bus Res 64(6):617–624

    Google Scholar 

  • Doh JP, Quigley NR (2014) Responsible leadership and stakeholder management: influence pathways and organizational outcomes. Acad Manag Perspect 28(3):255–274

    Google Scholar 

  • Dubinsky AJ, Ingram TN (1984) Correlates of salespeople’s ethical conflict: an exploratory investigation. J Bus Ethics 3(4):343–353

    Google Scholar 

  • Elanain HMA (2014) Leader-member exchange and intent to turnover: testing a mediated-effects model in a high turnover work environment. Manag Res Rev 37(2):110–129

    Google Scholar 

  • Elsbach KD, Bhattacharya CB (2001) Defining who you are by what you’re not: organizational disidentification and the National Rifle Association. Organ Sci 12(4):393–413

    Google Scholar 

  • Feng T, Sun L, Zhang Y (2010) The effects of customer and supplier involvement on competitive advantage: an empirical study in China. Ind Mark Manag 39(8):1384–1394

    Google Scholar 

  • Fernando M (2016) Responsible leadership in the Asian century. In: Leading responsibly in the Asian century. Springer, pp 143–176

  • Fornell C, Larcker DF (1981) Structural equation models with unobservable variables and measurement error: algebra and statistics. J Mark Res 18(3):382–388

    Google Scholar 

  • Freeman RE, Auster ER (2011) Values, authenticity, and responsible leadership. J Bus Ethics 98(1):15–23

    Google Scholar 

  • Fukbua C (2016) A proposed ODI to improve motivation and loyalty among engineers: a case study of UNC Company. Int Res E J Bus Econ 2(1):1–13

    Google Scholar 

  • Gerlach JH, Kuo FYB, Lin CS (2009) Self sanction and regulative sanction against copyright infringement: a comparison between US and China college students. J Am Soc Inf Sci Technol 60(8):1687–1701

    Google Scholar 

  • Greenberger DB, Strasser S (1991) The role of situational and dispositional factors in the enhancement of personal control in organizations. In: Cummings LL, Staw BM (eds) Research in organizational behavior, vol 13. JAI Press, Greenwich, pp 111–145

    Google Scholar 

  • Hardy GE, Barkham M (1994) The relationship between interpersonal attachment styles and work difficulties. Hum Relat 47(3):263–281

    Google Scholar 

  • Hartlieb S, Silvius G (2016) Dealing with uncertainty in projects: what project management can learn from business development. In: The proceedings of fifth international scientific conference on project management in the Baltic countries April 14–15, 2016, Riga, University of Latvia, pp 141–158

  • Haslam SA, Turner JC (1998) Extremism and deviance: beyond taxonomy and bias. Soc Res 65(2):435–448

    Google Scholar 

  • Helm R, Conrad D (2015) The impact of customer-specific and market-related variables on the preference for highly innovative products. Rev Manag Sci 9(1):61–88

    Google Scholar 

  • Hogg MA, Mullin B-A (1999) Joining groups to reduce uncertainty: subjective uncertainty reduction and group identification. In: Abrams D, Hogg MA (eds) Social identity and social cognition. Blackwell, Oxford, pp 249–279

    Google Scholar 

  • Hsu C-T (2012) The relationship between stress and nursing errors: the moderating role of professional ethics. Chiao Da Manag Rev 32(2):1–36

    Google Scholar 

  • Huhtala M, Kaptein M, Feldt T (2015) How perceived changes in the ethical culture of organizations influence the well-being of managers: a two-year longitudinal study. Eur J Work Organ Psychol 25(3):1–18

    Google Scholar 

  • Hui C, Lee C (2000) Moderating effects of organization-based self-esteem on organizational uncertainty: employee response relationships. J Manag 26(2):215–232

    Google Scholar 

  • Ilgen DR, Hollenbeck JR (1991) The structure of work: job design and roles. In: Dunnette MD, Hough LM, Dunnette MD, Hough LM (eds) Handbook of industrial and organizational psychology, vol 2, 2nd edn. Consulting Psychologists Press, Palo Alto, pp 165–207

    Google Scholar 

  • Jaramillo F, Mulki JP, Solomon P (2006) The role of ethical climate on salesperson’s role stress, job attitudes, turnover intention, and job performance. J Pers Sell Sales Manag 26(3):271–282

    Google Scholar 

  • Judge TA, Piccolo RF (2004) Transformational and transactional leadership: a meta-analytic test of their relative validity. J Appl Psychol 89(5):755–768

    Google Scholar 

  • Kahn RL, Wolfe DM, Quinn RP, Snoek JD, Rosenthal RA (1964) Organizational stress: studies in role conflict and ambiguity. Wiley, New York

    Google Scholar 

  • Kammeyer-Mueller JD, Simon LS, Rich BL (2012) The psychic cost of doing wrong ethical conflict, divestiture socialization, and emotional exhaustion. J Manag 38(3):784–808

    Google Scholar 

  • Katz D, Kahn RL (1978) The social psychology of organizations. Wiley, New York

    Google Scholar 

  • Kerber KW (1984) The perception of nonemergency helping situations: costs, rewards, and the altruistic personality. J Personal 52(2):177–187

    Google Scholar 

  • Korsgaard MA, Brodt SE, Sapienza HJ (2003) Trust, identity and attachment: Promoting individuals’ cooperation in groups. In: West M, Tjosvold D, Smith K (eds) International handbook of organizational teamwork and cooperative working. Wiley, West Sussex, pp 113–130

    Google Scholar 

  • Leana CR, Feldman DC (1992) Coping with job loss: how individuals, organizations, and communities respond to layoffs. Lexington Books, New York

    Google Scholar 

  • Lee S (1971) An empirical analysis of organizational identification. Acad Manag J 14(2):213–226

    Google Scholar 

  • Levine M, Cassidy C, Jentzsch I (2010) The implicit identity effect: identity primes, group size, and helping. Br J Soc Psychol 49(4):785–802

    Google Scholar 

  • Lin CP (2006) To help or not to help: understanding the helping intentions from a mediating perspective of social network ties. J Bus Ethics 63(2):175–182

    Google Scholar 

  • Lin CP (2010) Modeling corporate citizenship, organizational trust, and work engagement based on attachment theory. J Bus Ethics 94(4):517–531

    Google Scholar 

  • Lin GTR, Shen Y-C, Hu J-F, Sun C-C (2009) Constructing and employing the appraising model of intangible assets. Chiao Da Manag Rev 29(2):131–161

    Google Scholar 

  • Liou F-M, Tsai Y-H (2016) Latent trajectories of competitive heterogeneity: bridging the gap in theories between persistent performance and value creation. Corp Manag Rev 36(1):1–36

    Google Scholar 

  • Liu C-C, Chen S-Y, Liao C-H (2015) The relationships among emotional capital, job satisfaction and organizational citizenship behavior: a cross-level analysis. Chiao Da Manag iew 35(1):1–24

    Google Scholar 

  • Lord RG, Brown DJ, Freiberg SJ (1999) Understanding the dynamics of leadership: the role of follower self-concepts in the leader/follower relationship. Organ Behav Hum Decis Process 78(3):167–203

    Google Scholar 

  • Lynham SA, Chermack TJ (2006) Responsible leadership for performance: a theoretical model and hypotheses. J Leadersh Organ Stud 12(4):73–88

    Google Scholar 

  • Maak T (2007) Responsible leadership, stakeholder engagement, and the emergence of social capital. J Bus Ethics 74(4):329–343

    Google Scholar 

  • Maak T, Pless NM (2006) Responsible leadership in a stakeholder society: a relational perspective. J Bus Ethics 66(1):99–115

    Google Scholar 

  • Maak T, Pless NM, Voegtlin C (2016) Business statesman or shareholder advocate? CEO responsible leadership styles and the micro-foundations of political CSR. J Manag Stud 53(3):463–493

    Google Scholar 

  • Mael F, Ashforth BE (1992) Alumni and their alma mater: a partial test of the reformulated model of organizational identification. J Organ Behav 13(2):103–123

    Google Scholar 

  • Merton RK (1957) The role-set: problems in sociological theory. Br J Sociol 8(2):106–120

    Google Scholar 

  • Mirvis PH, Seashore SE (1979) Being ethical in organizational research. Am Psychol 34(9):766–780

    Google Scholar 

  • Mishra SK, Bhatnagar D (2010) Linking emotional dissonance and organizational identification to turnover intention and emotional well-being: a study of medical representatives in India. Hum Resour Manag 49(3):401–419

    Google Scholar 

  • Nelson WA, Weeks WB, Camfield JM (2008) The organizational costs of ethical conflicts. J Health Care Manag 53(1):41–52

    Google Scholar 

  • O’Neill HM, Lenn J (1995) Voices of survivors: words that downsizing CEOs should hear. Acad Manag Executive 9(4):23–34

    Google Scholar 

  • Oakes PJ (1987) The salience of social categories. In: Turner JC, Hogg MA, Oakes PJ, Reicher SD, Wetherell MS (eds) Rediscovering the social group: a self-categorization theory. Blackwell, Oxford, pp 117–141

    Google Scholar 

  • Organ DW, Podsakoff PM, MacKenzie SB (2006) Organizational citizenship behavior: its nature, antecedents, and consequences. SAGE, Thousand Oaks

    Google Scholar 

  • Ouwerkerk JW, Ellemers N, de Gilder D (1999) Social identification, affective commitment and individual effort on behalf of the group. In: Ellemers N, Spears R, Doosje BJ (eds) Social identity: context, commitment, content. Blackwell, Oxford, pp 184–204

    Google Scholar 

  • Parnell JA, Lester DL, Menefee ML (2000) Strategy as a response to organizational uncertainty: an alternative perspective on the strategy-performance relationship. Manag Decis 38(8):520–530

    Google Scholar 

  • Pavlish C, Brown-Saltzman K, Hersh M, Shirk M, Nudelman O (2011) Early indicators and risk factors for ethical issues in clinical practice. J Nurs Scholarsh 43(1):13–21

    Google Scholar 

  • Peccei R, Bewley H, Gospel H, Willman P (2008) Look who's talking: sources of variation in information disclosure in the UK. Br J Ind Relat 46(2):340–366

    Google Scholar 

  • Pfeffer J, Salancik GR, Leblebici H (1976) The effect of uncertainty on the use of social influence in organizational decision making. Adm Sci Q 21(2):227–245

    Google Scholar 

  • Pless NM, Maak T (2011) Responsible leadership: pathways to the future. J Bus Ethics 98(1):3–13

    Google Scholar 

  • Podsakoff PM, MacKenzie SB, Podsakoff NP (2012) Sources of method bias in social science research and recommendations on how to control it. Annu Rev Psychol 63:539–569

    Google Scholar 

  • Postmes T, Spears R, Lea M (1999) Social identity, group norms, and “deindividuation”: lessons from computer-mediated communication for social influence in the group. In: Ellemers N, Spears R, Doosje B (eds) Social identity: context, commitment, content. Blackwell, Oxford

    Google Scholar 

  • Prati G, Zani B (2013) The relationship between psychological empowerment and organizational identification. J Community Psychol 41(7):851–866

    Google Scholar 

  • Redman BK, Fry ST (2000) Nurses’ ethical conflicts: what is really known about them? Nurs Ethics 7(4):360–366

    Google Scholar 

  • Riketta M (2005) Organizational identification: a meta-analysis. J Vocat Behav 66(2):358–384

    Google Scholar 

  • Rosenblatt Z, Ruvio A (1996) A test of a multidimensional model of job insecurity: the case of Israeli teachers. J Organ Behav 17(s1):587–605

    Google Scholar 

  • Schwepker Jr CH (1999) Research note: the relationship between ethical conflict, organizational commitment and turnover intentions in the salesforce. J Pers Sell Sales Manag 19(1):43–49

    Google Scholar 

  • Schweiger DL, DeNisi AS (1991) Communication with employees following a merger: a longitudinal field experiment. Acad Manag J 34(1):110–135

    Google Scholar 

  • Seal CR, Royce-Davis J, Miguel K, Andrews-Brown A (2013) Developing capacity for responsible leadership. In: Riggio Ronald E, Tan Sherylle J (eds) Leader interpersonal and influence skills: the soft skills of leadership. Routledge, New York, pp 256–276

    Google Scholar 

  • Seeger MW, Ulmer RR (2003) Explaining Enron: communication and responsible leadership. Manag Commun Q 17(1):58–84

    Google Scholar 

  • Stahl GK, Pless NM, Maak T (2013) Responsible global leadership. In: Mendenhall ME, Osland J, Bird A, Oddou GR, Maznevski ML, Stahl GK (eds) Global leadership: research, practice, and development. Routledge, New York, pp 240–259

    Google Scholar 

  • Stonebraker PW, Liao J (2004) Environmental turbulence, strategic orientation: modeling supply chain integration. Int J Oper Prod Manag 24(10):1037–1054

    Google Scholar 

  • Taber TD, Walsh JT, Cooke RA (1979) Developing a community-based program of reducing the social impact of a plant closing. J Appl Behav Sci 15(2):133–155

    Google Scholar 

  • Tajfel H (1981) Human groups and social categories: studies in social psychology. Cambridge University Press, Cambridge

    Google Scholar 

  • Tajfel H, Turner J (1979) An integrative theory of intergroup conflict. In: Austin WG, Worschel S (eds) The social psychology of intergroup relations. Brooks/Cole, Monterey, pp 33–47

    Google Scholar 

  • Tangirala S, Kamdar D, Venkataramani V, Parke MR (2013) Doing right versus getting ahead: the effects of duty and achievement orientations on employees’ voice. J Appl Psychol 98(6):1040–1050

    Google Scholar 

  • Thorne L (2010) The association between ethical conflict and adverse outcomes. J Bus Ethics 92(2):269–276

    Google Scholar 

  • Tyler TR, Blader SL (2000) Cooperation in groups. Procedural justice, social identity, and behavioral engagement. Psychology Press, Philadelphia

    Google Scholar 

  • Uen J-F, Wu T, Tsai H-C (2011) Ethical climate and its relationship to ethical behavior and ethical mechanisms. Chiao Da Manag Rev 31(2):33–60

    Google Scholar 

  • Valentine S, Hollingworth D, Eidsness B (2014) Ethics-related selection and reduced ethical conflict as drivers of positive work attitudes: delivering on employees’ expectations for an ethical workplace. Pers Rev 43(5):692–716

    Google Scholar 

  • Van Dick R, Grojean MW, Christ O, Wieseke J (2006) Identity and the extra mile: relationships between organizational identification and organizational citizenship behaviour. Br J Manag 17(4):283–301

    Google Scholar 

  • van Knippenberg D, van Knippenberg B, De Cremer D, Hogg MA (2004) Leadership, self and identity: a review and research agenda. Leadersh Q 15(6):825–856

    Google Scholar 

  • Venkataramani V, Dalal RS (2007) Who helps and harms whom? relational antecedents of interpersonal helping and harming in organizations. J Appl Psychol 92(4):952–966

    Google Scholar 

  • Victor B, Cullen JB (1987) A theory and measure of ethical climate in organizations. In: Frederick WC (ed) Research in corporate social performance and policy, vol 9. JAI Press, Greenwich, pp 51–71

    Google Scholar 

  • Voegtlin C (2011) Development of a scale measuring discursive responsible leadership. J Bus Ethics 98(s1):57–73

    Google Scholar 

  • Voegtlin C, Patzer M, Scherer AG (2012) Responsible leadership in global business: a new approach to leadership and its multi-level outcomes. J Bus Ethics 105(1):1–16

    Google Scholar 

  • Waldman DA, Galvin BM (2008) Alternative perspectives of responsible leadership. Organ Dyn 37(4):327–341

    Google Scholar 

  • Waldman DA, Siegel D (2008) Defining the socially responsible leader. Leadersh Q 19(1):117–131

    Google Scholar 

  • Wang YD, Yang C (2016) How appealing are monetary rewards in the workplace? A study of ethical leadership, love of money, happiness, and turnover intention. Soc Indic Res 129(3):1277–1290

    Google Scholar 

  • Wrzesniewski A (2003) Finding positive meaning in work. In: Cameron KS, Dutton JE, Quinn RE (eds) Positive organizational scholarship. Berrett-Koehler Publishers Inc., San Francisco, pp 296–308

    Google Scholar 

  • Yang J, Gong Y, Huo Y (2011) Proactive personality, social capital, helping, and turnover intentions. J Manag Psychol 26(8):739–760

    Google Scholar 

  • Yao C-Y, Shang SSC, Yu Y-C (2016) The retention of customer relationships after mergers and acquisitions. Corp Manag Rev 36(2):65–104

    Google Scholar 

  • Zaccaro SJ (2007) Trait-based perspectives of leadership. Am Psychol 62(1):6–16

    Google Scholar 

Download references

Acknowledgements

This study was financially supported by Ministry of Science and Technology, Taiwan.

Author information

Authors and Affiliations

  1. Department of International Business, Tamkang University, No. 151 Yingzhuan Rd., Tamsui Dist., New Taipei City, 25137, Taiwan

    Chu-Mei Liu

  2. Institute of Business and Management, National Chiao Tung University, Taipei, Taiwan

    Chieh-Peng Lin

Authors
  1. Chu-Mei Liu
    View author publications

    You can also search for this author in PubMed Google Scholar

  2. Chieh-Peng Lin
    View author publications

    You can also search for this author in PubMed Google Scholar

Corresponding author

Correspondence to Chu-Mei Liu.

Ethics declarations

Conflict of interest

The authors declare that they have no conflict of interest.

Ethical approval

All procedures performed in studies involving human participants were in accordance with the ethical standards of the institutional and/or national research committee and with the 1964 Helsinki declaration and its later amendments or comparable ethical standards.

Informed consent

Informed consent was obtained from all individual participants included in the study.

Appendices

Appendix 1: Measurement items

Turnover intention (measured by employees)

  • TI1. I intend to look for a job outside of current company within the next year.

  • TI2. I have no intention to remain indefinitely within this company.

  • TI3. I often think about quitting my job.

  • Source: Cole and Bruch (2006)

Helping intention (measured by supervisors)

  • HI1. This employee helps others who have heavy workloads.

  • HI2. This employee helps others who have been absent from work.

  • HI3. This employee willingly helps others who have work-related problems.

  • HI4. This employee helps orient new employees even though it is not required.

  • Source: Lin (2006)

Organizational identification (measured by supervisors)

  • OI1. This employee demonstrates strong ties with the firm.

  • OI2. This employee shows a strong sense of belonging to the firm.

  • OI3. This employee presents to be proud to work for the company.

  • OI4. Overall, this employee reveals a strong identification with the firm.

  • Source: Mael and Ashforth (1992)

Organizational uncertainty (measured by employees)

  • OU1. There is a lot of uncertainty in our company.

  • OU2. Many things seem unsettled in my company most of time.

  • OU3. If I think about work, I feel a lot of uncertainty.

  • OU4. I cannot predict how things will go in my company.

  • Source: Colquitt et al. (2012)

Responsible leadership (measured by supervisors)

  • RL1. I often enable communication by exemplifying positive talks. (Positive communication)

  • RL2. I am concerned about employee emotion. (Positive climate)

  • RL3. I develop quality social relationship in workplaces. (Positive connection)

  • RL4. I am capable of inspiring employees (Positive inspiration).

  • RL5. I am responsible for achieving positive change in the firm.

  • RL6. Overall, being responsible is highly important for my job.

  • Source: Cameron and Caza (2005)

Perceived ethical conflict (measured by employees)

  • EC1. In order to succeed in my company, it is often necessary to compromise one’s ethics

  • EC2. There exists a conflict between my company’s rules and what I feel is right.

  • EC3. There exists a conflict between my personal ethical values and the directives of my company,

  • Source: Kammeyer-Mueller et al. (2012); Valentine et al. (2014)

Appendix 2: Fit indices of this study’s validation models

Models

χ2

df

χ2/df

NNFI

NFI

CFI

RMR

RMSEA

Model 1

2495.78

252

9.90

0.40

0.43

0.45

0.14

0.19

Model 2

2126.07

251

8.47

0.49

0.51

0.54

0.12

0.17

Model 3

1735.45

249

6.97

0.60

0.60

0.63

0.12

0.15

Model 4

1338.83

246

5.44

0.70

0.69

0.73

0.10

0.13

Model 5

915.74

242

3.78

0.81

0.79

0.83

0.11

0.11

Model 6

508.47

237

2.15

0.92

0.88

0.93

0.05

0.07

  1. Model 1 = One factor (all six constructs in this study are grouped as one single factor for CFA)
  2. Model 2 = Two factors (except turnover intention, the other five factors in this study are grouped as one single factor)
  3. Model 3 = Three factors (organizational identification, organizational uncertainty, ethical conflict and responsible leadership are grouped as one single factor)
  4. Model 4 = Four factors (organizational uncertainty, ethical conflict and responsible leadership are grouped as one single factor)
  5. Model 5 = Five factors (ethical conflict and responsible leadership are grouped as one single factor)
  6. Model 6 = Full six factors

Rights and permissions

Reprints and permissions

About this article

Check for updates. Verify currency and authenticity via CrossMark

Cite this article

Liu, CM., Lin, CP. Assessing the effects of responsible leadership and ethical conflict on behavioral intention. Rev Manag Sci 12, 1003–1024 (2018). https://doi.org/10.1007/s11846-017-0236-1

Download citation

  • Received:

  • Accepted:

  • Published:

  • Issue Date:

  • DOI: https://doi.org/10.1007/s11846-017-0236-1

Keywords

Mathematics Subject Classification

Search

Navigation