Ethical Leadership and Employee Turnover Intention in the Private Education Sector: The Mediating Role of Organizational Identification

Abstract

This study investigates the influence of ethical leadership on employee turnover intention, with a specific emphasis on the mediating role of organizational identification. Ethical leadership has become an essential facet of effective management, particularly in sectors characterized by high employee mobility, such as private education. Drawing on social identity theory and employing a quantitative research design, the study surveyed 200 teachers and support staff employed in private schools across the Sindh region, specifically in the cities of Sukkur and Khairpur, Pakistan. Data were gathered using structured questionnaires and analyzed using Structural Equation Modeling (SEM) through SmartPLS. The analysis reveals a statistically significant and negative relationship between ethical leadership and employee turnover intention, indicating that employees who perceive their leaders as ethical are less inclined to leave their organizations. A positive relationship was also established between ethical leadership and organizational identification, suggesting that ethical leadership fosters a stronger sense of belonging and identification among employees. However, the hypothesized mediating effect of organizational identification on the relationship between ethical leadership and turnover intention was not statistically supported. These findings provide valuable insights into leadership dynamics in the educational sector and emphasize the importance of ethical leadership in reducing turnover rates. The study concludes by offering practical recommendations for school administrators and policymakers, along with suggestions for future research to explore additional mediating or moderating variables.