Leader Apology in the Employee–Organization Relationship: The Roles of Subordinate Power Distance Belief and Leader Competence |
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| Institution: | 1. School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hong Kong;2. Advanced Institute of Business, School of Economics and Management, Tongji University, China;3. Department of Psychological Sciences, Rice University, United States;4. Department of Management & Leadership, C.T. Bauer College of Business, University of Houston, United States;5. Department of Organization and Human Resource Management, School of Management, Harbin Institute of Technology, China;1. Copenhagen Business School, Department of Marketing, Solbjerg Plads 3, 2000, Frederiksberg, Denmark;2. JCU Singapore Business School, James Cook University, 149 Sims Drive, Singapore, 387380, Singapore;3. Department of Hospitality and Tourism Management, Isenberg School of Management, University of Massachusetts, Amherst, 121 Presidents Dr, Amherst, MA, 01003, USA;4. School of Travel Industry Management, Shidler College of Business, University of Hawaii at Mānoa, 2560 Campus Road, Honolulu, HI, 96822, USA;1. School of Tourism and Urban-rural Planning, Zhejiang Gongshang University, Hangzhou, 310018, China;2. School of Management and Marketing, Curtin Business School, Curtin University, WA, 6102, Australia;3. School of Management, Xiamen University, Xiamen, 361005, China;4. Shanghai Development Institute, Shanghai University of Finance and Economics, Shanghai, 200433, China;1. Research Centre for the Competitiveness of the Visitor Economy, School of Hospitality and Tourism Management, University of Surrey, Guildford, GU2 7XH, United Kingdom;2. Hotel and Tourism Research Centre, School of Hotel and Tourism Management, The Hong Kong Polytechnic University, Hong Kong SAR, China;1. Department of Marketing, Auckland University of Technology, 120 Mayoral Drive, Auckland, 1010, New Zealand;2. School of Hotel & Tourism Management, The Hong Kong Polytechnic University, 17 Science Museum Road, TST East, Kowloon, Hong Kong;3. Department of Marketing and Management, College of Business, University of Central Arkansas, COB 312O, Conway, AR, 72035, USA;4. Department of Information Systems and Operations Management, University of Auckland, 12 Grafton Rd, Auckland, 1010, New Zealand;5. Smart Tourism Education Platform (STEP), Kyung Hee University, Kyung Hee Dearo 26, Seoul, Republic of Korea;1. Research Unit on Governance, Competitiveness and Public Policies (GOVCOPP), Tourism and Development Research Group, Department of Economics, Management, Industrial Engineering and Tourism, University of Aveiro, 3810-193 Aveiro/Portugal;2. Mardin Artuklu University, Faculty of Tourism, 47080 Artuklu, Mardin, Turkey;3. Zangador Research Institute, 9010 Varna, Bulgaria;4. Varna University of Management,13A Oborishte Str., 9000 Varna, Bulgaria;1. College of Management and Economics, Tianjin University, 92 Weijin Street, Tianjin, China;2. College of Tourism and Service Management, Nankai University, 38 Tongyan Road, Tianjin, China;3. Department of Tourism and Hospitality Management, Temple University, 1810 N. 13th Street, Speakman Hall 111 (006-68), Hiladelphia, PA, 19122, USA;4. Asia-Pacific Academy of Economics and Management, Department of Integrated Resort and Tourism Management, Faculty of Business Administration, University of Macau, Macau SAR, PR China |
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| Abstract: | According to the organizational support theory, leaders' words and deeds are not only the products of their own will but also a reflection of organizations' standpoints. We thus focus on leader apology in the case of organizational transgressions and predict that leaders' apologetic acts are likely to influence employees' organization-oriented attitudes and behaviors. Specifically, leader apology is hypothesized to positively influence employees' perception of organizational support, which in turn, is positively associated with employees' helping and risk taking behavior. Furthermore, drawing upon the organizational support theory that delineates the discretion and value perceived in the employee-organization relationship, we further propose that employees' perceived leader competence and power distance belief serve as two contingencies that influence the relationship between leader apology and employees' perceived organizational support. In particular, this relationship is stronger when employees perceive higher leader competence or hold stronger power distance beliefs. Two multi-wave data collected from hospitality employees support these hypotheses. The findings provide a new perspective to comprehending leader apology within the employee-organization relationship wherein leaders are considered as organizational agents. This research extends the existing literature on leader apology that largely focuses on leader apology following leaders’ transgressions and leader-oriented outcomes. |
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| Keywords: | Leader apology Perceived organizational support Power distance Leader competence |
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