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Drawing from the appraisal theory, this paper aims to examine the conditions under which abusive leaders experience guilt and suggests that guilt motivates leaders to help followers.

A scenario study with a sample of 285 hospitality supervisors was used to test the theoretical model. Path analyses were conducted to test the three-way-moderated mediation model.

Results show a three-way interaction among enacted abuse, managerial abuse and agreeableness on the guilt: leaders are more likely to experience guilt over their enacted abusive supervision when they do not perceive their direct manager as abusive and when they are agreeable. Moreover, guilt mediates the relationship between enacted abuse and a leader’s intention to help their followers.

This study shows that abusive supervisors pay an emotional cost for their enacted abuse (in terms of guilt).

Hospitality organization should assign non-abusive mentors to leaders, especially agreeable ones, to detect and reduce abusive supervision.

First, this study addressed the lack of research on the effect of abusive supervision on the abusers by studying the conditions under which abusive leaders experience guilt. Second, this study shows that because of guilt, abusive leaders have a higher intention to help their followers. It explains why abusive leaders can be helpful.

The purpose of this study is to investigate whether the perceived ease of use and the usefulness of a virtual employee engagement platform (VEEP) positively influence employees’ intentions to use the VEEP and, in turn, actual use of VEEP. This study further examined how using the VEEP influences employee engagement as well as two organizational outcomes (i.e. employee participation and intention to stay).

The survey items for this study were developed based on the technology acceptance model (TAM) and motivation theory. Structural equation modeling (SEM) was used to test the proposed relationships in a sample of 373 employees of a hospitality organization in the USA.

The results indicate that employees’ perceived ease of use and usefulness of a hospitality company’s VEEP positively influence employees’ intentions to use the VEEP. The study also found employees with greater intentions to use their company’s VEEP tend to use the VEEP more frequently, which in turn positively influenced their engagement. Eventually, the more-engaged employees showed a higher level of participation, as well as intention to stay.

This study addresses the call by researchers to demonstrate how a VEEP can positively influence employee engagement and to present new insights into how employee engagement can contribute to improving organizational outcomes in a hospitality setting.

This study is the first empirical study involving the emergent field of engagement platforms and employee engagement in a hospitality setting. Moreover, this research provides support for increased adoption and investment in the VEEP by hospitality companies.

The purpose of this paper is to explore whether authentic leadership in hospitality is composed of four distinctive but related substantive components (i.e. self-awareness, relational transparency, balanced processing, and internalized moral); the impact of authentic leadership on employees’ organizational commitment (OC); the impact of employees’ OC on their turnover intention (TI); and the indirect effect of authentic leadership on employees’ TI via OC.

The authors tested a sample of 236 students working as employees in hospitality in the USA, on the idea that authentic leadership increases OC which in turn decreases TI. The participants were asked to rate the manager’s leadership style and the frequency of their leadership behavior.

Results of structural equation modeling provide support for the positive effect of authentic leadership on OC in the hospitality industry, and suggest that OC mediates reduced TI.

The findings in the present study are extremely useful to managers, human resource managers, and organizations as a whole. Practitioners looking to increase employee OC and decrease TI can do so by augmenting the authentic leadership qualities of managers.

The results of this study suggests a variety of significant theoretical contributions as well as critical leadership and organizational implications. The effects of authentic leadership were empirically tested on employees’ OC and the effects of that OC on TI.

Racial code-switching is an impression management behavior for people to blend into social and professional situations by adhering to norms outside their own. Drawing on the identity threat perspective, this study aims to examine the harmful effects of racial code-switching on employee psychological depression and hospitality industry turnover intentions.

The current study used a two-wave time-lagged survey of 286 restaurant frontline employees. Participants were asked to rate their racial code-switching, identity threat and shame in the first survey. Participants reported their depression and industry turnover intention in the second survey one week later.

The results showed that employees that engaged in racial code-switching had higher intentions to leave the hospitality industry via the sequential mediating roles of identity threat, shame and depression.

The findings provide practical implications on how hospitality practitioners can foster employee authenticity and tenure by evaluating impression management strategies. This paper provides a discussion, suggestions and future research directions on how to take sustainable actions toward diversity, equity, inclusion, justice and belonging.

Although racial code-switching is a common behavioral strategy for whites and people of color, research on racial code-switching in the hospitality industry is limited. This study is among the first to examine racial code-switching’s health and career consequences.