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In this paper, we develop and test a theoretical model that supports a relational systems theory approach (Kahn, 1998) to ethical leadership and its relationship with employee turnover intentions. We find support for our model across two different studies with unique employee samples. Specifically, when employees perceive their leader to be highly ethical, they are less likely to desire to leave their organization, even when faced with conflict in the work environment. The indirect relationship between ethical leadership and turnover intentions via conflict was conditional based on the employee’s moral identity. The negative effect of ethical leadership on relationship conflict and, in turn, turnover intentions was stronger for followers who had higher moral identities. In addition, we find that leader holding behaviors negatively moderates the effects of ethical leadership on turnover intentions. We conclude with a discussion …