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.     

Understanding the leadership perceptions of staff in China's hotel industry: Integrating the macro- and micro-aspects of leadership contexts

The objective of this paper is to understand the leadership perceptions of staff in China's hotel industry. This study integrates the macro- and micro-aspects of leadership contexts by identifying the contextual variables that affect leadership perceptions. In leadership research, industry setting, the hierarchical levels of an organization, and national culture are recognized as the contextual constraints that affect leadership perceptions, and these constraints were used in this empirical study. Four factors emerged from the factor analysis of a survey study: professionalism; integrity; masculinity or yang; and femininity or yin. A key finding indicates that both the industry setting and the hierarchical levels of an organization affect professionalism. Implications for the training and development of future international hospitality leaders and local staff are considered.     

Using a Model of Emotional Intelligence Domains to Indicate Transformational Leaders in the Hospitality Industry

ABSTRACT

In the workplace, teamwork, collaboration, and excellent interpersonal communication are traits of successful leaders. Transformational leaders, utilizing their emotional intelligence (EI) abilities, are successful in employing these effective leadership skills. Using the dimensions of transformational leadership and the domains of EI, a model was developed indicating the direct relationship between the two constructs. Additionally, a pilot study was conducted to demonstrate that students in hospitality undergraduate programs do not possess the level of EI needed to be successful transformational leaders. These findings demonstrated the need to incorporate EI instruction into orientation and training programs.     

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.     

Discretionary effort of regional hospitality small business employees: Impact of non-monetary work factors

This research examines the impact of non-monetary work environment factors on employee discretionary effort within the hospitality sector in the South West Region of Western Australia. Limited qualitative research has previously examined the factors that drive employee discretionary effort especially in the regional hospitality sector. Semi-structured interviews were conducted with 20 hospitality employees using purposive sampling. While the findings are preliminary, they do highlight important aspects of discretionary effort within a regional context. Critically, two previously un-identified factors, employees’ professional identity and perception of the hospitality sector have been found to have important implications for employees’ discretionary effort and need to be further explored. Additionally, the findings support the direct influence of organisational culture, job design, interpersonal relationships, on discretionary effort. Finally, the research confirms that a paternalistic leadership approach has a significant influence on hospitality employees’ discretionary effort. Theoretical and practical implications and directions for future research are outlined.     

Justice and trust’s role in employees’ resilience and business’ continuity: Evidence from Egypt

Resilience is increasingly recognized as a means of reducing the effects of disasters on tourist destinations. However, there is limited understanding of the contextual factors that promote resilient attitudes and behaviors among employees of tourism and hospitality organizations, which in turn lead to business recovery and success. Using a capital-based approach, this study explores the impact of employees' resilience – as manifested by hardiness, resourcefulness and optimism– on two indicators of business continuity: perception of job insecurity and creative performance. The mediating effects of distributive justice and trust in the organization are also tested to establish how they affect this relationship. Data were gathered from 960 employees in tourism and hospitality organizations affected by terrorist attacks in Egypt. Using results obtained through structural equation modeling, we demonstrate a direct relationship between employees' resilience and business continuity, with distributive justice and trust partially functioning as mediators. The implications and limitations are discussed.     

A deeper look at national culture and leadership in the hospitality industry

Increased internationalization and demographic shifts have made multicultural management a prime concern for hospitality leaders. Past research suggests that cultural similarity between managers and subordinates impacts employees’ appraisal of their leaders and work-related attitudes. Extending this line of research, the purpose of this paper is to examine more closely how employees evaluate leaders with varying national cultures and identify any subsequent employee responses. First, the results of an open-ended questionnaire on cultural influences, perceived leadership and work-related outcomes administered to 112 hospitality managers and staff members in a highly multicultural environment are discussed. Next, perspectives drawn from in-depth interviews with 12 hospitality stakeholders help to synthesize the findings. The results suggest that this is a highly complex issue, which can have a significant impact on employee reactions their leaders and the service received by guests. Implications for hospitality leaders are discussed.     

What does it mean to follow? An exploration of a followership profile in hospitality and tourism

Although leadership has received considerable attention from many scholars, much less research has focused on those who follow leaders; yet, followers contribute much to the success of an organization. This study explored the followership profiles of stakeholders in hospitality and tourism education. The findings summarize the followership dimensions of a sample of hospitality students, educators, and industry professionals. For each of the five followership dimensions the mean scores for industry professionals were rated higher when compared with students and educators, with courage to participate in transformation being the highest rated among all three groups. Implications for hospitality education are presented.     

National culture,leadership and citizenship: Implications for cross-cultural management

Continued globalization is raising the level of diversity within hospitality organizations as well as the likelihood that leaders will manage those from varying national cultures. Previous research has found that cultural congruence between leaders and stakeholders (i.e., from the same or different national cultures) impacts a variety of variables including perceived leadership style, satisfaction and trust. This study extends this line of research by investigating the relationship between cultural congruence, perceived leadership style, leader–member exchange (LMX) and employee citizenship behaviors. Using a highly diverse sample of 520 members of congruent and incongruent dyads from 66 countries working for 2 large cruise lines and 2 subsidiaries, multivariate analysis of variance (MANOVA) was used to test the relationships. It was determined that cultural similarity impacted employee perceptions of LMX relations and organization citizenship behaviors, but not leadership style. The results of the study provide strategies for cross-cultural management in the hospitality industry.     

The trickle-down effect of servant leadership on frontline employee service behaviors and performance: A multilevel study of Chinese hotels

This study tests a trickle-down effect regarding how servant leadership flows from top-to middle-level leaders, resulting in frontline employees' service-oriented behaviors and service quality. Using multiple validations, we develop and test a measure of servant leadership at various levels in the hospitality industry. Drawing on data from 325 employee–supervisor pairs of workgroups in 9 Chinese, star-level hotels, results from hierarchical linear modeling support the service profit chain theory and trickle-down model of leadership by demonstrating influence of top- and middle-level servant leadership on frontline employees. Cross-level moderation analysis suggests service climate moderates the effect on service-oriented behaviors, but in an inverse direction.     

The why,how, and what of public policy implications of tourism and hospitality research

We synthesized policy implications of tourism and hospitality research by reviewing 12,269 articles published in 10 leading journals from 2012 to 2021. The most common rationale for policies (i.e., the why) is market failure, while the most typical role of policies (i.e., the how) is to create incentives. In addition, policies are typically hybrid and include suggestions for formal and informal institutional setups (i.e., the what). Because our review revealed that only 114 articles (i.e., 0.93%) included the why, how, and what of actual policies, we offer a theory-based research agenda on policy-making focused on making tourism and hospitality more inclusive and focusing on evolutionary dynamics, providing an understanding of the impact of crises and contemporary solutions, focusing on resilience and institutional complexity, and addressing the actors and time dimension. Our results, combined with those of our suggested research directions, will benefit organizations and society and simultaneously enhance the perceived societal value-added, contributions, and stature of tourism and hospitality research.     

“Just trained to be a chef,not a leader”: A study of head chef practices

ABSTRACT

Hierarchical manners and taxing work complicate the picture of the restaurant industry, a sector in great need of personnel. There is little scientific research on daily work in restaurants. Through interviews and observations in restaurant kitchens, three head chef practices were detected: “Master the materiality” is a stipulation for leading kitchens, but does not imply leadership aspirations; “show and guide” is teambuilding through which standards are reinforced by the presence of leaders while allowing coworkers some freedom; and “overview and foresight” involves nonhierarchical supervision by head chefs during service. These practices make sense to head chefs as they enhance product quality and their reputations as professionals. The study points to a horizontal leadership in the restaurant industry and a possible new order for growth and development.     

Indigenous legacy for building resilience: A case study of Taiwanese mountain river ecotourism

Tourist destinations as social-ecological systems face growing challenges to build resilience to cope with various disruptions. This research explores how disadvantaged Indigenous communities in Taiwan, especially those located in typhoon-sensitive and geologically fragile areas, developed resilience as tourist destinations. It applies empirical data from Indigenous River Closure, a movement which aims to develop river ecotourism and build resilience in the face of growing uncertainty. The research applies mixed methods, including in-depth interview, news-archive review, and participatory observation, with an intention for primary data and secondary data to complement one another.Based on the intertwined concepts of resilience, adaptability, transformability, and self-reorganization, the results show that River Closure initiated from within those communities (endogenous) seems to build greater resilience in ecotourism. At the same time, cases instigated by outsiders (exogenous) are not without potential to be successful, but there is a need to cautiously build consensus and increase capacity in the collaborative process with outside resources.The success of river ecotourism in a sensitive area depends on the level of social capital. It plays a key role in mobilizing community resources to adapt to uncertainty, reorganizing relations between the community and tourism development, and transforming River Closure from a community-based response to exploitation, to a robust Indigenous movement. However, while inherent social capital is proved to be a strong essence for community actions, it is becoming rare in modern society. Thus bolstering social capital is core to the exogenous approach for building resilience in the tourism sector.     

Resilience to crises of Thai MICE stakeholders: A longitudinal study of the destination image of Thailand as a MICE destination

The COVID-19 outbreak has changed rapidly the business operation and travel behavior of global communities and calls for research on resilience. This study aims to identify the changing destination image of Thailand as a MICE destination during crises and examine the resilience of Thai MICE stakeholders. A mixed method of qualitative and quantitative design was employed using interviews, observations and questionnaire surveys. A longitudinal study of Thai MICE stakeholders during 14 years revealed that the Buddhist concepts of resilience and Thainess contribute to psychological resilience. Buddhism and Thainess cultivate the concept of crisis concierge. Surveys showed unchanged image of exhibition facilities during the political instability. Thailand's incentive travel benefits from the availability of bleisure (a combination of business and leisure) attractions. Good value for money, Thai hospitality, bleisure attractions, and international standard venues are key resilient factors.     

“Crisis management in the hospitality sector SMEs in Pakistan during COVID-19″

The COVID-19 pandemic has delivered one of the worst economic shocks in modern history and the hospitality sector has been severely affected. Since small businesses from the hospitality sector are known to be relatively more susceptible to the economic complications arising from a crisis, we explore the underlying factors and management practices that influence their continuity of operations as they continue to struggle with the on-going COVID-19 crisis in Pakistan. Using a phenomenological approach, in-depth interviews were conducted to comprehend the experiences of owners-managers. The findings show that government support, cordial relationships with stakeholders, self-determination of entrepreneurs and formal planning are the most crucial factors that shaped the immediate adjustments of operational activities in response to COVID-19. These resilient practices are hygiene concerns, increased promotion through social media, innovative marketing practices (e.g., revised offerings), operational cost-cutting and employee training to comply with changing standard operating procedures from the government and industry. The practical and theoretical implications are also discussed.     

Career resilience of the tourism and hospitality workforce in the COVID-19: The protection motivation theory perspective

By applying the protection motivation theory, the study aims to investigate factors influencing tourism and hospitality (T&H) workers' career resilience when faced with health-related risks at work during a pandemic. Data were collected from 495 part-time and full-time employees in the Vietnamese tourism and hospitality sector. The study found that workers' perceived vulnerability and perceived severity of the pandemic were positively associated with career resilience. Perceived severity was positively related to self-efficacy and response efficacy, while perceived vulnerability was positively associated with self-efficacy only. Both self-efficacy and response efficacy positively influenced career resilience through the mediating role of health risk preventative behavior. Theoretically, the study advances the stream of research in resilience in general and career resilience in particular among T&H workers when faced with a health-related crisis. Practical implications are provided with recommendations on how to facilitate career resilience among T&H employees working in the current high-risk environment.     

Leadership research in the root of hospitality scholarship: 1960–2020

This study documents the intellectual structure and progress of hospitality leadership research over the past sixty years by presenting a perspective and conspectus. The authors use text mining analysis to explore topic highlights and how they have shifted over time. Leadership development has been the predominant feature followed by contemporary leadership behaviors. Of the eight leadership domains revealed by the co-citation and text mining analyses, four are associated with leadership styles, which in their turn impact on employees. LMX is the leading theme in hospitality leadership research, with growing attention to the darker side of leadership, particularly abusive supervision. The current study contributes to the hospitality literature by considering coverage of leadership issues since the 1960 s. Furthermore, it encompasses the evolution of hospitality leadership research from the development of theory to a focus on impacts, thereby providing crucial insights that may allow industry professionals to lead their organizations more effectively and efficiently.     

Opportunity and necessity entrepreneurship in the hospitality sector: Examining the institutional environment influences

This study combined three different data sources, the Global Entrepreneurship Monitor (GEM), Index of Economic Freedom (IEF) and World Development Indicator (WDI) to examine the relationships between three dimensions of the country-level institutional environment (i.e., regulatory, cognitive, and normative) and two types of hospitality entrepreneurship (opportunity-based vs. necessity-driven). Logit regression analyses on a multi-sourced dataset indicate that the three dimensions of institutional environment had different effects on hospitality entrepreneurship. Specifically, the regulatory dimension positively affected opportunity-based entrepreneurship; however, its effect on necessity entrepreneurship was negative. In contrast, the normative dimension had a negative effect on opportunity entrepreneurship and a positive effect on necessity entrepreneurship. The cognitive dimension had no significant relationship with either opportunity or necessity entrepreneurship in the hospitality sector.     

Rapid responding to the COVID-19 crisis: Assessing the resilience in the German restaurant and bar industry

The COVID-19 pandemic has fundamentally impacted the restaurant and bar industry. Simultaneously, this industry is already undergoing structural change. Using the concept of organisational resilience, we analyse the impact of the COVID-19 crisis on owner’s assessment of resilience in the German restaurant and bar industry. Findings from an online survey with 623 owners and managers show that ex-ante business problems, and financing by loans or credit, reduce the likelihood of owners perceiving their business as resilient; while, delivery and takeaway service, ownership of property and higher age of owners, increase the likelihood of enterprise resilience. The paper contributes to understanding how restaurants and bars absorb and cope with the COVID-19 crisis. Furthermore, we make recommendation for future research on the recovery and adaptability of the business sector.     

Studies in Tourism and Hospitality Management

Abstract

Universities around the world are involved in dynamic change as they seek creative solutions in response to a number of educational and structural issues. To be effective, educational methodologies and technologies need to be anchored to the diverse material circumstances characterising different groups of learners. The challenge for universities offering programs of study in tourism and hospitality management is to provide avenues for learning which are reflective of the needs of industry and incorporate the technology now available. One of the more significant responses has centred on the development of educational programs for flexible learning.

This paper is an analytical reflection on the experience of redesigning and developing programs in tourism and hospitality to increase student access to a wide variety of stimulating learning resources and delivery media. In particular, it documents the process of developing, teaching and evaluating a subject entitled, “Asian Cultures in Tourism and Travel” within a three-year Bachelor of Business program that offers concentrations in Tourism, Travel, Hospitality and Leisure Management.