Using ethical leadership to reduce job stress and improve performance quality in the hospitality industry |
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| Institution: | 1. Fox School of Business, School of Sport, Tourism and Hospitality Management, Temple University, 390d Speakman Hall, 1810 N 13th Street, Philadelphia, PA, 19122, USA;2. School of Sport, Tourism and Hospitality Management, Temple University, 331 Speakman Hall, 1810 N 13th Street, Philadelphia, PA, 19122, USA;1. Gabelli School of Business, Fordham University, 140 W. 62nd Street, New York, NY, 10023, United States;2. Koppelman School of Business, Brooklyn College of the City University of New York, 2900 Bedford Ave, Brooklyn, NY, 11210, United States;1. Department of Management Sciences, University of Okara, Okara, Pakistan;2. Department of Management Sciences, COMSATS University Islamabad, Lahore Campus, Lahore, Pakistan;3. International University, Ho Chi Minh City, Viet Nam;4. Vietnam National University, Ho Chi Minh City, Viet Nam;5. Tomas Bata University in Zlín, Nám. T. G. Masaryka 5555, 76001, Zlín, Czech Republic;6. College of Business, Arts and Social Sciences, Brunel University, London, UK;7. School of Tourism Management, Sun Yat-Sen University, Guangshou, PR China;8. Department of Management Sciences, DHA Suffa University, Karachi, Pakistan;1. UQ Business School, The University of Queensland, Australia;2. School of Management, QUT Business School, Queensland University of Technology, Australia;3. Leeds University Business School, University of Leeds, United Kingdom;1. State University of New York at Plattsburgh, Department of Hospitality Management, School of Business and Economics, 101 Broad Street, 403H Sibley Hall Plattsburgh, NY 12901, USA;2. Senior Associate Dean of Assessment and Evaluation, Temple University, College of Education, Office of the Dean, Ritter Hall 243, 1301 Cecil B. Moore Avenue, Philadelphia, PA 19122, USA;1. School of Hotel and Tourism Management, The Hong Kong Polytechnic University. 17 Science Museum Road, TST East, Kowloon, Hong Kong;2. Department of Marketing, Auckland University of Technology, 120 Mayoral Drive, Auckland 1010, New Zealand;3. College of Hospitality and Tourism Management, Sejong University, Seoul, Republic of Korea |
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| Abstract: | 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. |
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| Keywords: | Ethical leadership Ethical ambiguity Job stress Employee commitment to service quality Customer-Contact employees |
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