Ethical leadership and its impact on service innovative behavior: The role of LMX and job autonomy |
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| Affiliation: | 1. Department of Management, London School of Economics and Political Science, Room 4.28, New Academic Building, 54 Lincoln''s Inn Fields, London WC2A 3LJ, UK;2. School of Psychology, University of Western Australia, Australia;3. UWA Business School, University of Western Australia, Australia;1. Department of Management & International Business, Florida International University, 11200 SW 8th Street, MANGO Building, Miami, FL 33199, United States;2. Managerial Sciences Department, J. Mack Robinson College of Business, Georgia State University, Atlanta, GA 30302-3989, United States;1. Department of Psychology, The University of Houston, 126 Heyne Building, Houston, TX 77204-6021, United States;2. College of Business, Zayed University, Dubai, United Arab Emirates;3. van Driel Consulting, 629 Vrebenia Dr., Satellite Beach, FL 32937, United States;4. Defense Equal Opportunity Management Institute, 366 Tuskegee Airmen Drive, Patrick Air Force Base, FL 32925-3399, United States;5. College of Business and Public Policy, University of Alaska Anchorage, 3211 Providence Drive, RH-306, Anchorage, AK 99508, United States |
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| Abstract: | This study examined the effect of ethical leadership on service innovative behavior of employees at small and medium sized tourist hotels in Uttarakhand, India. It has forwarded an integrated model that highlights the relationship between ethical leadership and employees' service innovative behavior while interacting through leader-member exchange and job autonomy. Using a sample of 468 customer contact employees and their 117 supervisors, hierarchical regression was conducted to establish the relationship. Findings of the study revealed that ethical leadership promoted service innovative behavior of the hotel employees mediated through leader-member exchanges. Further, it was also found that the level of service innovative behavior was commensurate to the perception of employee job autonomy. Based on the study findings, implications for theory and practice are discussed. |
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| Keywords: | Ethical leadership Leader–member exchange Service innovative behavior Job autonomy Tourist hotels India |
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