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The impact of exploitative leadership on frontline hospitality employees’ service performance: A social exchange perspective
Institution:1. School of Management, Xiamen University, Xiamen, China;2. College of Management, Shenzhen University, Shenzhen, China;3. Organizational Behavior and Human Resource Management Department, China Europe International Business School (CEIBS), Shanghai, China;1. School of Management, Xi’an Jiaotong University, No. 28, Xianning West Road, Xi’an 710049, Shanxi, China;2. Business School of Hubei University, Wuhan 430062, China;3. School of Management, Huazhong University of Science and Technology, Wuhan 430074, China;4. Business School, Henan University, Kaifeng, China;5. Hubei Center for Studies of Human Capital Development Strategy and Policy, Wuhan 430062, China;6. Key Research Base of Humanities and Social Science of Hubei Province, Wuhan 430062, China;1. Department of Tourism, Hospitality and Event Management, University of Florida, FLG 186B, P.O. Box 118208, Gainesville, FL 32611, USA;2. School of Hospitality and Tourism Management, University of Surrey, 33AP02, Guildford GU2 7XH, UK;3. Department of Hospitality and Tourism Management, University of Massachusetts, Amherst, MA, USA;1. School of Management, Xiamen University, Xiamen, China;2. School of Business Administration, Faculty of Business Administration, Southwestern University of Finance and Economics, China;3. Sustainability Research Centre, University of the Sunshine Coast, Sippy Downs, Queensland, Australia;1. Department of Innovation, Technology and Entrepreneurship, College of Business and Economics, United Arab Emirates University, P.O. Box 15551, Al Ain, United Arab Emirates;2. United Arab Emirates University, P.O. Box 15551, Al-Ain, United Arab Emirates;3. Nottingham Business School, Nottingham Trent University, Nottingham, United Kingdom;4. University of Sadat City, Sadat City, Menofia, Egypt;1. College of Tourism, Huaqiao University, Chenghuabei Road, Quanzhou, Fujian Province 362021, China;2. School of Tourism Management, South China Normal University, Zhongshan Road, Guangzhou, Guangdong Province 510631, China
Abstract:Based on social exchange theory, we investigate the impact of perceived exploitative leadership on frontline hospitality employees’ service performance. A three-phase analysis of 207 supervisor–subordinate dyads from three hotels in China demonstrates that exploitative leadership has a negative effect on frontline hospitality employees’ service performance. Furthermore, leader−member exchange (LMX) plays a mediating role in the relationship between exploitative leadership and employee service performance. Moderated path analyses indicate that traditionality weakens the direct influence of exploitative leadership on LMX and an indirect influence of exploitative leadership on employee service performance through reduced LMX. We also discuss the theoretical and practical implications of these findings.
Keywords:Exploitative leadership  Leader−member exchange  Traditionality  Service performance
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