<p>Teacher turnover is a critical issue that affects the stability and effectiveness of educational institutions. Understanding the factors that contribute to turnover intentions is essential for developing strategies to enhance teacher retention and job satisfaction. Among these factors, organizational hypocrisy, perceived inconsistencies between a school’s stated values and actual practices, can significantly influence teachers’ work experiences. Although previous research has investigated teachers’ turnover intentions and job satisfaction, the relationship between organizational hypocrisy, meaningful work, and turnover intentions remains insufficiently explored. This study aims to examine the relationships between teachers’ perceptions of organizational hypocrisy, meaningful work and turnover tendency. The study, conducted using a correlational survey design, originally targeted a population of 7,573 teachers working in public primary, secondary, and high schools; however, the analyses were based on a sample of 416 teachers selected through a simple random sampling method. Path analysis was utilized in data analysis. The research findings show that only the keeping promises dimension of the organizational hypocrisy scale is a significant predictor of turnover tendency. The results indicate that broken promises made by school administrators can increase teachers’ intention to leave. Nevertheless, the positive fit perceived by teachers between the school’s internal structure and environment appears to be a source of increased work relationships and meaningful work leadership behaviors among teachers.</p>