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This study aims to investigate how hotel managers with incremental mindsets influence the organisational citizenship behaviours (OCBs) of their subordinates through the process of coaching.

Surveys were collected from managers and employees of 12 five star hotels operating in Northern Cyprus. A sample of 176 employees and 40 managers from 40 departments responded to the survey. As the employees are nested in the departments, a multilevel analysis using hierarchical linear modelling was utilised.

Effects of higher incremental mindsets of managers on the OCBs of their subordinates are mediated by the coaching behaviour of the managers. Effective coaching serves as a mechanism through which the incremental mindsets lead to higher levels of employee OCBs.

A growth mindset-oriented organisational culture should be formed in hospitality organisations with shared beliefs that employee abilities are malleable and can be developed. Hotels should not only seek managers who have experience and knowledge, but should also strive to attract managers with incremental mindsets.

The study contributes to social exchange theory, the mindset and OCB literature by demonstrating how OCBs can be improved by management with higher incremental mindset through effective coaching using a multi-level model. The findings reveal that incremental mindset managers are more likely to demonstrate effective coaching which, in turn, leads to higher levels of OCBs in their team members.

The study sought to examine the impacts of COVID-19 on tourism from the stakeholder perspective in the case of Famagusta town in Northern Cyprus.

Via a qualitative research approach, data are collected through face-to-face interviews from direct and indirect tourism stakeholders operating in Famagusta. A judgmental sampling strategy was employed to collect data from tourism stakeholders on the impacts of COVID-19 on tourism. Descriptive data analysis is engaged to report the results.

Results of the study showed that the novel coronavirus has hampered the tourism sector in Famagusta, Northern Cyprus. Indeed, as the globe suffered its effects in terms of economic gains, business and business closure. It has been the same with Famagusta, while a few private sectors positively gained (Internet and Technology), all other tourism-reliant sectors such as hotels, restaurants, travel agencies and the transport sector massively suffered as a result of the global lockdown due to COVID-19 pandemic.

Given the ever-changing state of knowledge and scarcity of literature, the current study seeks to summarize what has been learned from previous crises and back it up with qualitative research including senior industry stakeholders.

How does a manager’s coaching behaviour encourage taking charge behaviour among subordinates? Although prior research has found a positive association between managerial coaching behaviour and employee performance, to date few studies have examined its effect on proactive behaviours in the workplace such as taking charge. Drawing on social exchange theory (SET) and social cognitive theory (SCT), this study develops a theoretical model to examine the mediating effects of work engagement and role breadth self-efficacy (RBSE) in the relationship between managerial coaching and subordinates taking charge. Additionally, drawing on social role theory (SRT), we test whether our proposed relationships are contingent on subordinates’ gender.

We tested our proposed moderated-mediation model using empirical data collected across two waves from 196 employees within a large Malaysian services enterprise. Partial least squares structural equation modelling was used to test the proposed hypotheses.

The results revealed that managerial coaching has a significant, positive relationship with taking charge, work engagement and RBSE. However, only work engagement was found to partially mediate the relationship between managerial coaching and taking charge. Subordinates’ gender was found to positively attenuate the direct effect between managerial coaching and taking charge among females. However, the mediating effects of work engagement and RBSE in managerial coaching and taking charge were found to be not contingent on subordinates’ gender.

Finding from this study reveals that managerial coaching is useful in shaping employees' taking charge behaviour through work engagement. Hence, organisations should focus on strategies aiming to enhance managers' coaching capabilities.

This study extends the nomological networks of managerial coaching by highlighting it as a predictor of taking charge. Moreover, drawing on SET and SCT to explain the mechanism of managerial coaching and taking charge, we provide a novel perspective on how managerial coaching can influence taking charge. Specifically, we highlight the critical role of work engagement as a key mechanism that influences the relationship between managerial coaching and taking charge. Finally, we demonstrate managerial coaching as a means through which organisations can improve individual functioning.

This study investigates whether the increased attention given to coaching as a training technique is affecting performance, while taking into consideration the mediating effect of organisational citizenship behaviour (OCB).

Data is collected from Lebanese employees in the field, using a quantitative method and a confirmatory survey.

The study suggests that the creation of a supportive organisational behaviour in the organisation does provide a higher benefit from coaching.

The outcome of the study could have significant implications on the HR departments' managerial decision-making on the process of implementing novel tools and training techniques in services facilities.

This study helps HR managers to assess the desirability of investing in coaching and orient the planning of their firms' HR strategy.

This research is based on a large sample collection from different business sectors in Lebanon. The quantitative survey results highlight a number of correlations that affect employees' performance. It further moves the responsibility from coaching as a tool to being part of a complete program of behavioural management and change.

This study aims to examine the scientific publications related to leadership research in hospitality from 2000 to 2021 by conducting a systematic review (qualitative) and to discuss implications for future research.

For the qualitative approach, the authors conduct an in-depth critique of major leadership theories using 167 articles indexed in the Web of Science Core Collection.

The findings show that transformational leadership, leader–member exchange and servant leadership are the most prominent leadership topics studied from 2000 to 2021, followed by abusive supervision, empowering leadership, ethical leadership and authentic leadership. A framework is presented highlighting the mediators, moderators, outcomes, sample and research designs used in each of these lines of leadership research. Moreover, 16 areas for further research are identified and discussed.

This review uncovers scholars’ general lack of regard for how the study of leadership might benefit from examining hospitality as a special and challenging context for leadership and business performance.

This study reviews and critically analyzes leadership research in hospitality using qualitative methods. Therefore, the authors believe this review is of great value to academics and practitioners because it synthesizes and analyzes the field and identifies important research opportunities.

Sustainable tourism is becoming more popular all over the world. Eco-friendly (green) hotels are properties that are friendly to the environment and are becoming increasingly popular among green travellers. Electronic word-of-mouth is a technique of communicating with consumers in order to share their experiences, and it is a significant marketing tool for hotels. This paper aims to identify the main themes shared in online reviews by tourists visiting eco-friendly hotels, and which of these themes were associated with satisfaction and dissatisfaction ratings.

The research used qualitative content analyses to analyse 1,202 user-generated content of the top 10 hotels in UK shared by guests on an online platform.

The analyses revealed nine themes in descriptions of airline travel experiences. These are “hotel amenities”, “services”, “location”, “staff”, “eco” (eco-friendly activities), “value” and “recommend/revisit” (intentions). Negative comments are associated with the “bathroom”, “mattress”, “water”, “bed”, “price”, “shower”, “Wi-Fi” and “restaurant” concepts.

This study differs from previous research in which it aims to address a void in the literature on the shortcomings of research focused on finding the dominant themes expressed in online reviews by tourists visiting eco-friendly hotels, and it does so using data mining approach.

This study evaluates the moderating role of work-based social supports (i.e. supervisor support and co-worker support) in the relationship between job insecurity and job burnout among hospitality employees in Malaysia. Besides, the direct effect between job insecurity and job burnout is examined.

The cross-sectional data of this study were based on a total of 220 self-administered questionnaires that have been completed by hospitality employees from three different states in Malaysia. Respondents were recruited based on a snowball sampling approach. The data were collected during the COVID-19 pandemic, which was from October 2020 to January 2021.

Partial least square-structural equation modeling (PLS-SEM) was performed via SmartPLS software. The finding confirmed that job insecurity significantly intensifies employees' job burnout. Supervisor support and co-worker support were found to moderate the link between job insecurity and burnout. As anticipated, the relationship between job insecurity and job burnout increased when supervisor support is low. But high co-worker support was found to strengthen the impact of job insecurity on job burnout instead of the reverse.

This study supplements the existing literature by clarifying which sources of work-based social support (i.e. co-worker support or supervisor) is more salient in alleviating the adverse impact of job insecurity on job burnout during the COVID-19 pandemic among hospitality employees in Malaysia.

This paper investigates the effect of diversity management on employees' innovative work behavior (IWB) through human resource management (HRM) and affective commitment (AC).

Data were collected from 358 employees of small- and medium-sized enterprises in the Kurdistan Region of Iraq. The hypothesized model has been evaluated using structural equation modeling.

Findings suggest that workforce diversity management directly and significantly affected HRM and AC. Furthermore, findings revealed that HRM significantly influenced both employees' IWB and AC, while AC had a significant positive influence on IWB. Moreover, concerning the indirect effects, AC and HRM significantly mediated the relationship between DM and employees' IWB.

A cross-sectional single source dataset is used to evaluate the hypothesized model.

Grounded in the social exchange and institutional theories, this research fills the gap in the literature by addressing the “black box” of how workforce DM influences employees' IWB while examining the mediating role of employees' AC and firm HRM policies.

Heritage tourism is vital to the preservation of cultural resources and economic growth and tourism can be utilized to protect and promote cultural heritage. However, if cultural heritage tourism is not developed following sustainable development principles, it can negatively affect a region's cultural legacy. This study aims to analyze expert opinion on sustainable heritage tourism in the geographical setting of North Cyprus.

A qualitative method was used to conduct in-depth semi-structured face-to-face interviews with seven heritage tourism experts in North Cyprus. Theme analysis of the transcripts was undertaken and triangulated utilizing the automated content and thematic analysis capabilities of the Leximancer software program.

The analysis revealed six themes in descriptions of sustainable cultural heritage tourism provided by the experts. These are “history”; “promotion”; “institutions”; “protection and maintenance”; “museums” and “technology”.

This is one of the first studies to analyze the key aspects affecting the long-term viability of cultural heritage tourism in North Cyprus.

Frontline employees’ proactive behaviors (i.e. job crafting) are critical to satisfying customers’ idiosyncratic needs. If the supervisors practice job crafting, their subordinates are more likely to mimic such behaviors. However, there has been limited research on how leaders’ job crafting can influence subordinates’ job crafting. This study aims to examine the cross-level mechanisms (i.e. trickle-down effects) of supervisors’ job crafting on the subordinates’ attitudes and performance. Specifically, such trickle-down effects can be explained via two cross-level mechanisms of the supervisors’ job crafting on the subordinates’ work engagement and performance: social learning mechanism and job demands-resources mechanism.

A three-wave cross-lagged study was conducted in two-week intervals. The valid responses from 67 supervisors and their 201 subordinates were collected. The data set was analyzed using multilevel Structural Equation Modeling.

The results demonstrated that the social learning and job demands-resources mechanisms are not independent. The supervisor’s job crafting improves employment relationships, subsequently encourages subordinates’ job crafting and ultimately enhances work engagement and work performance.

The findings suggested that hospitality organizations should encourage job crafting among supervisors and managers. A proactive hotel manager can establish strong employment relationships, motivate subordinates to work proactively and obtain positive work outcomes.

The findings enrich the knowledge about the trickle-down effects of supervisors on subordinates in terms of job-crafting behaviors. In particular, this study found a new theoretical perspective that the job demands-resources and social learning mechanisms may not be independent, and the subordinates’ perception of the employment relationship plays a critical role.