Transformational leadership and restaurant employees customer-oriented behaviours: The mediating role of organizational social capital and work engagement
International Journal of Contemporary Hospitality Management
ISSN: 0959-6119
Article publication date: 12 February 2019
Issue publication date: 30 April 2019
Abstract
Purpose
This study aims to propose and test a sequential mediation model in which transformational leadership engenders organizational social capital (OSC), which, in turn, enhances customer-oriented behaviours through work engagement.
Design methodology approach
The study’s model was tested using a sample of 229 floor staff from 23 casual dining restaurants in the UK. Multiple source data were used where transformational leadership, OSC and work engagement were rated by employees, while employees’ customer-oriented behaviours were rated by supervisors.
Findings
The results of generalized multilevel structural equation modeling provided support for the proposed model and revealed that OSC and work engagement sequentially mediate the link between transformational leadership and customer-oriented behaviours.
Originality value
The study addresses calls for research on the link between leadership and customer-oriented behaviours and the potential mechanisms through which this relationship may take place.
Keywords
Acknowledgements
The author would like to thank Oliver Simmons for the data collection.
Citation
Mostafa, A.M.S. (2019), "Transformational leadership and restaurant employees customer-oriented behaviours: The mediating role of organizational social capital and work engagement", International Journal of Contemporary Hospitality Management, Vol. 31 No. 3, pp. 1166-1182. https://doi.org/10.1108/IJCHM-02-2018-0123
Publisher
:Emerald Publishing Limited
Copyright © 2019, Emerald Publishing Limited