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The study aims to explore the influence of conscious business practices (CBPs) on the reputational capital (RC) of SMEs with the generation of the manager (X/Y) as a moderator of such relationships.

The authors conducted empirical research based on a cross-sectional survey on 115 Western Mexican SME managers using PLS structural equation modeling to test the proposed hypotheses.

SMEs RC is nurtured by adopting two CBPs. The effect on RC may differ according to managers’ generation. In Western Mexican SMEs, Gen X managers perceive that a higher purpose is more important for building RC, while conscious culture comes first for millennials.

The generalisability of the findings is decreased, given that the study relied on convenience and non-probabilistic sampling in one economy. The lack of previous studies on SMEs, and the difficulty in conducting research in an emerging economy, gives the findings an importance in furthering research.

It contributes to strengthen SMEs’ RC through CBPs.

It broadens the perspective of SMEs in emerging economies to adopt CBPs for increasing their RC. This relationship varies depending on the managers’ generation.

The study used the quantitative approach to explore the perception of Mexican Gen X managers and millennials on the relationship between CBPs and their effects on RC.

The purpose of this article was to identify factors impacting burnout, resilience and quality of life in rural career firefighters. In addition, sources of stress and the impact of generational differences were explored.

An exploratory cross-sectional survey was conducted at a rural career fire department.

The findings of the project indicate that the firefighters had high levels of compassion satisfaction (CS) and relatively low levels of secondary traumatic stress and burnout; displayed moderate to high psychological resilience and the majority felt moderate to high organizational support, but there was a noticeable minority who did not feel supported by the department. Findings indicate that organizational support is significantly related to both burnout and resilience. The majority of the men (88.3%) reported moderate to high risk for alcohol-related problems and over three-quarters (78.6%) reported binge drinking behavior in the past year. Qualitative findings highlight generational differences and chain of command challenges as primary stressors.

This is a unique study in that it focuses on a rural career department. What was found were issues similar to those facing urban career fire departments.

Listening is often considered the cornerstone of the communication process, with feedback being a crucial skill for effective management. The primary objective of this article was to investigate the relationship between managers’ listening skills and feedback skills from their subordinates’ perspectives. Moreover, it explores the mediating effect of message-sending skills and the ability to deal with interference in this relationship.

This article deployed a quantitative, descriptive research design. The authors developed and distributed a self-administered questionnaire via non-probability convenience sampling, resulting in 304 useable responses.

The results of the main direct effect test (model 1) indicate that listening is positively associated with feedback. Model 2 established that message-sending skills did not directly mediate that relationship. On the other hand, the ability to deal with interference was found to mediate the relationship. Finally, model 4 showed the multi-mediating effect of message-sending skills and the ability to deal with interference in the relationship between listening and feedback.

As far as the researchers are aware, this paper is the first of its kind to show the ability to deal with interference as a mediating factor in a statistical model. Moreover, this study is the first to present a continuous intermediary role played by message-sending skills and the ability to deal with interference in the relationship between listening and feedback.

The purpose of this research was to explore managers' perceptions related to the emerging needs, roles, values, responsibilities and commitments of millennials in the multi-generational workplace, and to determine how managers may effectively recognize and use millennial contributions to enhance the organizational culture and infrastructure.

This qualitative, narrative inquiry study utilized semi-structured interviews to capture collective insights of managers who lead millennials within multi-generational teams. All researchers used an interview protocol with each participant to maintain integrity. Data analysis included the creation of a code manual which was developed utilizing the first five interviews. The code manual included definitions, descriptions and exemplar text and was then used to code all remaining interviews.

Data are presented through three key areas of exploration: The contributions of millennials in multi-generational workplaces, the evolution of managerial views of millennials and the tactics managers use for millennial management in multi-generational teams.

Scholarly literature has clearly presented perceived qualities millennials bring to the workplace, including poor communication, advanced technology skills, overconfidence, and a need for work–life balance. This study seeks to provide an understanding of the generation, through the lens of their managers.

The purpose of this study was to empirically investigate the characteristics of good hospitality managers and the core causes that lead to developing such characteristics.

Using a qualitative inquiry approach, 93 line-level hospitality employees were surveyed online regarding their experiences about the characteristics of good managers.

The research findings revealed five key themes of good managerial characteristics, including interpersonal skills, communication skills, supervisory skills, leadership skills, and positive personality and professionalism. Additionally, the root causes of these managerial characteristics were also analyzed. The good managerial characteristics were perceived to have developed from having worked under either a great manager or a terrible manager.

This study advanced the literature on managerial characteristics by confirming several existing categories from the viewpoint of hospitality industry employees.

Human resource managers should be considerate of these findings in terms of recruitment, hiring, and training, development, and promotion of employees in their companies.

This is one of the first studies to analyze the perceived reasons behind the development of these characteristics.

This research evaluates (1) work situations prompting participants to recall memories of a wilderness-based leadership training program, (2) the content of such memories, and (3) the leadership attitudes and behaviors inspired by those memories.

A qualitative content analysis of semi-structured interviews was performed with 36 leaders who had participated in a wilderness leadership transformation program in the past (on average six years before).

The findings suggest that, at moments with emotional pressure and psychological stress, episodic memories of wilderness experiences have a positive influence on actual leadership style. Memories involved moments of solitude, a deep connection with nature, and peer-to-peer counseling. The interviewees regularly relived their emotion-laden wilderness experiences, acquiring direction and guidance. Simultaneously, episodic memories of nature immersion promoted an enduring transformation of their leadership styles.

The findings cannot be blindly generalized as referring to all leaders. The leaders in this study are a subset of leaders who are inclined towards personal growth and leadership development. It is challenging to motivate leaders unkeen on changing to achieve better leadership.

This study indicates that the inclusion of emotional concepts to address the root causes of learning among leaders might be the most promising way to innovate leadership development.

The present study makes a novel contribution to relevant literature by examining leadership transformation through episodic remembrance of leaders' experiences in nature.

The study represents a theory-based leadership approach in exploring the subordinate's perceptions of leadership behaviors in relation to age, gender and type of work environment. The aim was (1) to compare subordinates' ratings of their respective leaders' leadership behaviors based on of the leaders' age and gender, controlling for type of work environment and (2) to analyze the relationship between the subordinates' ratings of their leaders' leadership behaviors and their ratings of the outcome of these leadership behaviors.

Data were collected using the Developmental Leadership Questionnaire (DLQ) from a sample of Swedish leadership course participants (n = 10,869) and their respective subordinates (n = 97,943). The DLQ measures leadership behaviors designed to reflect the following leadership styles: developmental leadership, conventional-positive leadership, conventional-negative leadership and destructive leadership.

Results showed that older leaders (51 years or older) were rated less favorably than younger (29 years or younger) and mid-aged leaders. Female leaders received more positive ratings than male leaders. A 3-way analysis-of-variance showed strong main effects for age, gender, and type of work environment and no significant interaction effects. A significant model with high equivalents of R² coefficients (Cox and Snell, 1989; Nagelkerke, 1991) was obtained in a logistic regression analysis. Developmental leadership and conventional-positive leadership made significant positive contributions to the subordinates' ratings of the outcome of their leaders' leadership behaviors. Destructive leadership behaviors contributed negatively to the outcome ratings.

Weaknesses include the cross-sectional study design. The large sample size is a strength, and the results have novel implications for leadership theory related to subordinates' view on leadership.

Counter-stereotype age and gender findings may have implications for organizational decisions and processes regarding selection of managers. Development programs are suggested for all categories but for older, male leaders with a focus on reducing their use of leadership behaviors perceived negatively by their subordinates, whereas younger female leaders should be encouraged to continue to develop their positive leadership behaviors.

The theory-based approach on subordinates' perceptions of leadership behaviors with a simultaneous focus on age, gender and type of work environment, based on a large-scale data set, is new.

Among all forms of commitment, affective commitment has been shown to be the most desirable for enterprises. However, research on commitment among employees in family-run businesses in the hospitality industry is scant. To address this gap, this study aims to analyze the impact of employer image components on hospitality employees’ affective occupational commitment within family-run businesses. As one can assume specific employer image aspects when studying family-run businesses, this paper expects to achieve a better understanding of the relationship between employer image and employee commitment in this context.

This study adopts the employer image framework of Baum and Kabst (2013), emphasizing that in addition to considering potential employees, the commitment of current employees needs to be assessed. Convenience sampling is used to obtain a sample from the target population (Tyrolean hospitality and gastronomy employees) from June to September 2018. Multiple linear regression analysis is applied to test the influence of individual employer image constituents on employees’ affective occupational commitment.

Among the five components of the employer image framework applied here, working atmosphere, task attractiveness and payment attractiveness show a significant influence on employees’ affective occupational commitment.

This study connects an existing employer image model to employee commitment within the hospitality industry. The findings suggest that the model is applicable to current employees as a key stakeholder group and shows the utility of employer image theory in connection with employee commitment.