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Although there are over 55,000 social enterprises operating in Egypt, the social entrepreneurship field is still failing to create the desired social change. This paper aims to explore the challenges faced by the field with a special focus on government related challenges as well as offer a set of recommendations to the Egyptian government to enhance the field.

The research was carried out in two phases; reviewing the literature around the topic through a secondary research followed by an empirical research interviewing four social enterprises, the ministry of social solidarity and experts in the field of social entrepreneurship.

The paper arrived to several challenges and they were organized into three main themes: challenges related to policy-making and other legal aspects; challenges related to institutional and operational support; and challenges related to social, educational and cultural awareness of the field and its ecosystem. The paper also came up with a set of nine recommendations directed to the Egyptian Government.

The originality and value of this research is that it offers first hand viewpoints of the challenges facing the field of social entrepreneurship in Egypt as well as offer practical recommendations to the Egyptian Government to overcome them.

Compatible with the principles of leader–member exchange (LMX) theory and social exchange theory (SET), the study explores the effect of LMX on job embeddedness and job dedication and the mediating role of employee advocacy.

The data were gathered via a survey at four hotels in Izmir. To test the reliability and validity, 194 valid questionnaires were subjected to confirmatory factor analysis and path analysis. Structural equation modelling was used to test the hypothesized relationships.

The results show that high quality LMX and employee advocacy increase the hotel employees' job embeddedness and job dedication. In addition, the results show that employee advocacy has a partial mediating effect on the relationships between LMX and job embeddedness, and between LMX and job dedication.

Although past researches have examined both various determinants of employee job embeddedness and job dedication, and consequences of high-quality LMX, they have ignored a critical factor, which is employee advocacy. This current study addresses this research gap by investigating the interrelations between LMX and job embeddedness, and job advocacy through employee advocacy in hotels. Moreover, this research is the first empirical study that analyzes the relationships between LMX, job embeddedness, job dedication and employee advocacy in the same model. Therefore, this research contributes to hospitality literature by filling this gap.