Can innovative behavior be led by management? A study from the lodging business

This study examined the effects of hotel management leadership on employee innovative behavior in Chinese hotel organizations. Using a dyadic sample of 164 hotel supervisors and 603 service employees at 23 four-star and five-star hotels in 11 Chinese cities, we investigated whether organizational commitment mediated the effects of leadership on employee innovative behavior. We also examined how organizational tenure moderated leadership and innovative behavior through organizational commitment. Findings from our moderated-mediation model revealed that organizational commitment mediated the relationship between leadership and innovative behavior. Similarly, organizational tenure moderated the relationship between leadership and organizational commitment: there was a stronger relationship for long-tenured employees and a weaker relationship for short-tenured employees. However, the effect of higher leadership on organizational commitment was stronger for short-tenured employees than long-tenured employees. Our results spotlight the importance of fostering organizational commitment, which directly affects innovative behavior and through which supervisors can influence individual innovative behavior.     

Servant leadership,social exchange relationships,and follower's helping behavior: Positive reciprocity belief matters

This study examined how leader-member exchange (LMX) and team-member exchange (TMX) mediate the relationship between servant leadership and helping behavior. The bootstrapping results involving 300 five-star hotel employees and their 80 immediate supervisors revealed that (1) LMX and TMX respectively mediated the relationship between servant leadership and helping behavior, (2) positive reciprocity belief moderated the relationship between servant leadership and LMX, (3) positive reciprocity belief moderated the relationship between servant leadership and TMX. Furthermore, moderated mediation analysis demonstrates that (4) the mediated relationship linking servant leadership with helping behavior via LMX is stronger when positive reciprocity belief is high, and (5) the mediated relationship linking servant leadership with helping behavior via TMX is stronger when positive reciprocity belief is high. We discuss theoretical and practical implications and recommend future research.     

Good or bad staff? Hotel employees' core self-evaluations impacting service effort and service sabotage considering leader-member exchange moderation

This research investigates the impact of hotel employees' core self-evaluations on their service effort and service sabotage behaviors. Included is examination of leader-member exchange moderating relationships. The study was conducted with the participation of employees of eight Taiwanese five-star hotels. Convenience sampling was used in obtaining data from 295 employees. Analysis using regression based methods shows that (1) stronger employee core self-evaluations are associated with higher service effort; (2) stronger employee core self-evaluations are negatively related to service sabotage; (3) leader-member exchange moderates the relationship between employee core self-evaluations and service effort; and (4) leader-member exchange moderates the relationship between employee core self-evaluations and service sabotage. Implications for managerial practice, research limitations and future research directions are discussed.     

Using ethical leadership to reduce job stress and improve performance quality in the hospitality industry

Given an increased call for examining ethics in the hospitality industry, this research examines how ethical leadership influences the job stress and performance quality of customer-contact employees in the hospitality industry. Results indicate that customer-contact employees’ views of their supervisor’s use of ethical leadership behaviors is related to lower levels of ethical ambiguity and job stress. Ethical ambiguity is positively associated with job stress, which is negatively associated with customer-contact employees’ performance quality. Perceived ethical leadership behaviors positively influence performance quality. Based on the findings, implications are provided for both theory and management, and directions for future research are offered.     

A multilevel investigation of the link between ethical leadership behaviour and employees green behaviour in the hospitality industry

The present study develops a multilevel model that examines the effects of supervisory ethical leadership behavior at the team level on employees green behaviour mediated by CSR at the organisational level, employees well-being, and taking responsivity at the individual level. Data were collected from a sample of 936 supervisors and 2284 employees from 184 hotels in United Arab Emirates. Utilizing multisource data and multilevel path analysis, the results indicated that supervisory ethical leadership behavior has indirect effect on green behavior through CSR, employees-wellbeing and taking responsibility behavior. These findings provide important implications for ethical leadership-green behavior link by developing and validating a multilevel model empirically in the hospitality industry.     

How and when servant leadership promotes service innovation: A moderated mediation model

Based on social learning theory, the current study examined how and when servant leadership could promote employee service innovative behavior (SIB) in the hospitality setting. Survey data collected from 1021 service employees and their 229 direct supervisors at 54 hotels showed that servant leadership was positively related to employee SIB, and employee customer orientation mediated such effect. Results also showed that employee age moderated the effect of servant leadership on customer orientation, as well as the indirect effect of servant leadership on SIB via customer orientation, such that these effects were stronger for younger employees. Theoretical and practical implications are discussed.     

Job standardization and service quality: The mediating role of prosocial service behaviors

Service quality has been recognized as a major topic in the tourism and hospitality industry. Although previous literature has examined the relationship between job standardization and service quality, the mechanism underlying this relationship remains a black box. The purpose of this study is to examine the relationship between job standardization and service quality, and to clarify the role of prosocial service behaviors. Survey data from 336 customer-contact employees and 404 customers in Taiwan indicate that job standardization positively affects role-prescribed service behavior and extra-role service behavior of customer-contact employees, in addition to the service-quality perception of their customers. Extra-role service behavior also positively affects service quality. By contrast, the effect of role-prescribed service behavior on service quality is not significant. In addition, prosocial service behaviors mediate the relationship between job standardization and service quality. Managerial implications and future research directions are discussed in this study.     

支持型领导与授权氛围对旅游企业员工服务质量的影响

文章基于对我国52个旅游企业进行的实证研究,同时检验企业层次变量（企业的支持型领导氛围、授权氛围、员工服务行为评估氛围）和部门层次变量（部门的支持型领导氛围、心理受权氛围）对员工服务质量的影响。多层次线性模型分析结果表明,企业和部门的支持型领导氛围、部门的心理受权氛围和员工的心理受权对员工的服务质量都有显著的正向影响。此外,企业的支持型领导氛围会调节部门的支持型领导氛围、心理受权氛围和员工的工作满意感对员工服务质量的影响,部门的支持型领导氛围会调节员工的角色模糊、心理受权和工作满意感对服务质量的影响,部门的心理受权氛围会调节员工的角色负担过重对服务质量的影响。     

Do emotions play a mediating role in the relationship between owner leadership styles and manager customer orientation,and performance in service environment?

This study examines the dynamic relationships among leadership style (transformational and transactional), emotion in service employees, customer orientation (dimensions of enjoyment and needs), and job performance. The study proposes a model based on existing literatures and examines the mediating role of service employees’ emotion in the relationship between leadership style and their customer orientation. The study found that all four elements of transformational leadership have a significant effect on positive emotion. Emotion is found to have a significant influence on both enjoyment and needs dimensions of customer orientation and to partially mediate the relationship between leadership style and customer orientation.     

How is leadership related to employee self-concept?

In the field of leadership research, the relationship between leadership styles and follower self-concept was of great interests to researchers. The purpose of this study is to investigate how leadership styles such as transformational leadership, passive leadership and leader-member exchange (LMX) relate to employee self-concept. A total of 585 valid responses were collected from hotel front line employees in mainland China. The results showed that the effect of transformational leadership on self-concept was mainly mediated by LMX. The strong direct effects of LMX on levels of self-concept were also identified in this study. Theoretical and practical implications were provided based on the results of this study.     

Transformational leadership and turnover intention: The mediating effects of trust and job performance on café employees in Thailand

ABSTRACT

Immediate managers are the number one predictor of employee turnover. Immediate managers’ transformational leadership style might reduce turnover intention through the employees’ trust in their manager and their perceived job performance. To support the contention, a study was conducted among 187 employees of cafés in Bangkok, hypothesizing that transformational leadership would negatively predict turnover intention and that trust and job performance would mediate the relationship between transformational leadership and turnover intention. Results support the hypotheses. Transformational leadership seems to have an impact to reduce turnover intention and organizations may benefit from development programs to instill transformational leadership style among their immediate managers.     

Ethical contexts and employee job responses in the hotel industry: The roles of work values and perceived organizational support

The hotel industry faces continual ethical dilemmas that present important, interesting and complex challenges. This study had two objectives. The first was to investigate the relationship between ethical context and job satisfaction and to examine the moderating role of work values and the mediating role of perceived organizational support in the relationship between ethical context and job satisfaction. The second objective was to examine the influence of these same variables on turnover intention. A survey of Taiwanese hotel employees showed that ethical context was a significant predictor of job satisfaction and turnover intention and that work values and perceived organizational support moderate and mediate respectively the relationship between an ethical context and job responses. These data suggested ways by which hotels can deal with ethical context, perceived organizational support, and employee work values to increase job satisfaction and decrease the turnover intention of employees.     

Disentangling green service innovative behavior among hospitality employees: The role of customer green involvement

Regardless of the role of customers in co-creating value with organizations, how customer involvement drives employees, particularly in the hospitality industry, to engage in green service innovative endeavors has been scarcely examined. This study seeks to uncover how and when customer green involvement nurtures green service innovative behavior among hotel employees. The dataset was formed from the responses from 519 employees and 84 managers working in Vietnam-based hotels and analyzed via multilevel structural equation modeling. The results demonstrated the role of hotel employees’ green information management motivations (i.e., green information proactiveness, transparency, and formality) in mediating the positive relationship between customer green involvement and employee green service innovative behavior. Internal green marketing orientation functioned as an enhancer for the effects of customer green involvement on green information management motivations. This research contributes to the stream of green behavior research by bringing together customer green involvement and green service innovative behavior in the hospitality literature and unraveling the mechanisms behind their relationship.     

The ugly side of job rotation

This study would examine the effect of job rotation on two common forms of hindrance stressors witnessed among tourism and hospitality employees namely role ambiguity and role conflict of employees on employees in hotel. Besides, this study will examine the impact of the mentioned hindrance stressors on several negative outcomes such as job-related anxiety, anger and sabotage behavior. Moreover, this inquiry further examined the mediation effect of hindrances stressor the relationship between job rotation and anger, job-related anxiety and sabotage behaviors. By applying judgmental sampling technique, data were collected from 193 frontline employees working in 17 five and four-star hotels in Tehran. The relationship between study constructs were tested through structural equation modeling. The findings of the study revealed that hindrance stressors mediate the relationship between job rotation, anger, anxiety and service sabotage.     

Procedural justice,ethical climate and service outcomes in restaurants

The literature suggests that ethical climate may actually contribute to organizational success by enhancing employee performance. Ethical climate is considered to be highly relevant to the hospitality industry, since it enhances service-providers’ contact with customers. This study reinforces previous researches by exploring the relationships between ethical climate, service, and customer satisfaction in restaurants. We have also examined the relationship between ethical climate and the fair treatment of employees by an organization. The study was conducted in 20 restaurants, with 171 employees and 103 customers. Data were obtained from employees, customers, and “mystery shoppers”. As expected, ethical climate was found to be related to service performance which, in turn, was found to fully mediate the relationship of ethical climate with customer satisfaction. Ethical climate was also found to correlate positively with procedural justice. Our results indicate the benefits of the ethical message conveyed through consistent managerial practices in service organizations.     

Being ignored at work: Understanding how and when spiritual leadership curbs workplace ostracism in the hospitality industry

Drawing on the conservation of resources theory, the present study theorizes that spiritual leadership is negatively related to workplace ostracism, both directly and indirectly via job social support and that employees’ justice orientation moderates the negative relationship between spiritual leadership and workplace ostracism. Based on time-lagged (three waves, two months apart) survey data collected from 252 hospitality employees, our findings reveal that spiritual leadership is negatively associated with workplace ostracism, both directly and indirectly via job social support. We also find that justice orientation strengthens the negative relationship between spiritual leadership and workplace ostracism. These findings not only highlight core theoretical contributions towards the existing literature on spiritual leadership, job social support, justice orientation, and workplace ostracism but also offer useful practical implications for hotel managers concerned about the repercussions of workplace ostracism for employees’ and organizations’ outcomes.     

The influence of exploitative leadership on hospitality employees’ green innovative behavior: A moderated mediation model

Growing awareness of environmental sustainability in the hospitality sector has made employee green innovative behavior an important element of their establishment’s performance. Drawing from ego depletion theory, this paper aims to study how and when exploitative leadership influences hospitality employees’ green innovative behavior. We collected data from 467 full-time hospitality employees and their direct leaders in 96 teams, and examined a cross-level moderated mediation model employing multilevel path analysis. The results showed that exploitative leadership in the hospitality sector negatively associates with hospitality employees’ green innovative behavior, mediated by their emotional exhaustion. The results further showed that perceived organizational support moderates the influence of exploitative leadership on emotional exhaustion and subsequent green innovative behavior. Implications for theory and practice in the hospitality sector are discussed.     

Transformational leadership and employee performance: The role of identification,engagement and proactive personality

This study investigates the underlying mechanisms and boundary conditions that explain the relationship between transformational leadership and frontline employee performance. Specifically, it explores the mediating role of organizational identification and work engagement in the relationship between transformational leadership and job performance and organization-directed citizenship behaviors. Additionally, it examines whether proactive personality moderates the effect of transformational leadership on identification and engagement. Data from 323 frontline hotel employees were analyzed using partial least square regression. Results show that identification and engagement fully mediate the relationship between transformational leadership and organizational citizenship behaviors, whereas engagement partially mediates the link between transformational leadership and job performance. Results indicate a sequential mediation effect of identification and engagement on employee performance. Finally, findings show that proactive personality strengthens the effect of leadership on identification and engagement. The study provides information for hotel managers about why and under what circumstances employees perform the way they do.     

Paradoxical leadership and hospitality employees’ service performance: The role of leader identification and need for cognitive closure

Based on the social identity theory, this study examined the relationship between paradoxical leadership and employees’ service performance in the hospitality industry. Data were collected from a multisource, time-lagged survey of 72 leaders and 556 employees in eight full-service hotels in China. Using hierarchical linear modeling, paradoxical leadership was found to be positively related to employees’ leader identification, which consequently enhanced their service performance. Furthermore, the level of an employee’s need for cognitive closure moderated the relationship between paradoxical leadership and leader identification such that paradoxical leadership exerted a stronger positive influence on leader identification for those employees with a lower need for cognitive closure. These findings have implications for both paradoxical leadership and hospitality management practices.     

How can leaders enhance employees' psychological capital? Mediation effect of person-group and person-supervisor fit

Conferring to the leader-member exchange (LMX) theory and social exchange theory as the guiding basis, this inquiry attempts to investigate the mechanism of how servant leaders are able to enhance and elevate the level of psychological capital (PsyCap) among frontline employees in the hospitality setting. Data was gathered from 193 frontline employees in two different waves through a two-week time lag from five-star hotels in North Cyprus. The results proved that servant leader is able to enhance person-group fit (P-G fit) and person-supervisor fit (P-S fit), which in turn affect employees' PsyCap. The results further suggested that both P-G fit and P-S fit both functions as a mediator in the relationship between servant leadership and PsyCap. The abovementioned relationships were assessed using structural equation modeling. Implications for managers as well as directions for future research are also discussed in this study.