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The stereotypical assumptions of what it means to be hegemonically masculine and to be a leader are aligned in current society, potentially creating role incongruity for anyone who does not fit into this definition. The purpose of this study is to investigate whether masculine and feminine leadership traits of men and women hospitality managers affect employees’ intention to trust leaders and organizational attractiveness.

Explanatory mixed methods were used. First, two experiments (Study 1 = woman manager, n = 137; Study 2 = man manager, n = 117) were conducted with current hospitality employees to test the interaction of masculine versus feminine enactment and the leadership gender composition (3%, 23% or 53% women) on organizational attractiveness and intent to trust the leader. Results did not align with the theories; therefore, three focus groups were held with 13 current hospitality employees.

Results indicate a shift toward the preference for communal (feminine) characteristics in hospitality leadership with a balance of masculine traits.

The influence of managers’ gender-related behaviors on trust and organizational attractiveness goes beyond their physical gender traits, indicating that gender plays a more crucial role than previously understood.

By using role congruity theory and hegemonic masculinity, this study offers a nuanced understanding of masculine and feminine gender enactment and broadens leadership theory by including the perspectives of nonhegemonic men and assertive women.

The US prison population has recently reached an all-time high, with women representing the fastest growing subpopulation. Correctional health-care system in the USA remains fragmented and nonuniform in practice, particularly in women’s health care, with poor transitions between incarceration and release. This study aims to examine the qualitative health-care experiences of women while incarcerated and their transition into the community health-care setting. Additionally, this study also examined the experiences of a subset of women who were pregnant while incarcerated.

After obtaining institutional review board approval, adult, English-speaking women with a history of incarceration within the past 10 years were interviewed using a semi-structured interview tool. Interview transcripts were analyzed using inductive content analysis.

The authors completed 21 full interviews and identified six themes that were both the most significant and most novel: “feeling stigmatized and insignificant,” “care as punishment,” “delay in care,” “exceptions to the rule,” “fragmentation of care” and “obstetric trauma and resilience.”

Women face numerous barriers and hardships when accessing basic and reproductive health-care services while incarcerated. This hardship is particularly challenging for women with substance use disorders. The authors were able to describe for the first time, partially through their own words, novel challenges described by women interacting with incarceration health care. Community providers should understand these barriers and challenges so as to effectively reengage women in care upon release and improve the health-care status of this historically marginalized group.

The purpose of this study is to develop a theory that explains how organizations can create a more inclusive atmosphere on the individual, organizational and societal levels. The consequences of an inclusive environment were subsequently developed and explored.

Constructivist grounded theory methods were used to collect and analyze data from interviews with 20 hotel executives and their company websites.

The findings of this study produced a theoretical framework for inclusion in hotel leadership, leadership inclusion theory (LIT). The LIT states organizations must address individual differences, organizational policies and culture and societal norms to develop an inclusive environment. Equity follows inclusion as the value for individual differences makes equitable treatment easier. Finally, diversity increases through increased inclusion and equity.

The LIT describes steps for managers to take to develop an inclusive environment, establish equitable practices and increase diversity within an organization.

The LIT highlights several unintended exclusion practices and generational attitudes that are common among organizations. By making conscious efforts, managers can take deliberate actions to establish a perceived environment of equality.

The LIT is a seminal theory-building effort grounded in hospitality. It explains the when and why of several phenomena related to inequality in the hotel industry and how to overcome such imbalances.

The purpose of this paper was to develop and test a model examining how hotel managers’ psychological diversity climate affects job satisfaction, the moderating effect of racioethnic minority status and the mediating role of organizational justice.

A sample of frontline managers from 164 individual hotel properties was used. Hierarchical linear regression analysis was used to examine the underlying mechanism through which psychological diversity climate impacts job satisfaction.

The results found support for the mediating effect of organizational justice between managers’ psychological diversity climate and job satisfaction. Racioethnic identity moderated the relationship between psychological diversity climate and organizational justice, thereby supporting the mediated-moderated model proposed in the current research.

The findings show the importance of improving employee perceptions of diversity climate and organizational justice, particularly through recruitment practices, incorporating diversity into the corporate values, adopting formal diversity management practices and educating managers about the importance of diversity through formal training methods.

Little research has examined the underlying mechanisms that explain why psychological diversity climate affects organizational attitudes. Even less research has examined whether the link between a perceived positive diversity climate and job satisfaction is stronger for racioethnic minorities. These results provide meaningful insights for researchers because the hospitality industry is one of the largest employers of racioethnic minorities and immigrant employees.

Applying signaling theory to Schein’s organizational culture framework, this study aims to explain how restaurants communicate that their establishments value wine through multiple cultural attributes.

A phenomenological research design was adopted to conduct three focus groups with 14 restaurateurs about wine culture. Conversational analysis with Straussian coding was used.

A comprehensive definition of wine culture was provided, and five factors emerged that signal the presence of a wine culture. A wine presence includes a wine list, marketing efforts, community involvement and restaurant aesthetics. Employee traits are defined by individual attributes, communications skills and overall knowledge (training). Restaurant identity reflects the cultural alignment and customer relationship expectations set forth by ownership. Organizational structure reflects a restaurant’s hierarchy within which an individual or department is afforded the freedom to invest in wine. Future alignment reflects generational differences and trends in wine preferences and consumption.

Researchers are provided a wine-culture definition and framework for wine research. Restaurants can use the study’s findings to formulate strategies for establishing a wine culture.

This study provided a framework for restaurateurs who wish to be known for wine to implement. Researchers and restaurateurs may facilitate communication between guests, staff and an organization regarding wine as a means of creating a competitive advantage.

The purpose of this critical review is to address issues with the current school of thought that diversity must come before inclusion in the diversity, equity and inclusion (DEI) process and propose an alternate solution.

This review takes a critical constructionist lens such that changes in social norms have morphed over time, refining the meaning and implementation of DEI initiatives in research and the workplace. This review is framed within the context of hospitality organizations.

The conflicting results in DEI research (whether DEI practices are positive or negative) are explained by diversity being the core factor. It is proposed that inclusion is the starting place and determinant of success in creating a diverse workforce. If inclusion comes first and is followed by equitable treatment, then diversity (and diverse representation) naturally follows.

This review offers a novel perspective on the relationship between diversity, equity and inclusion, which was previously ambiguous. Research rarely includes all three as variables in the past, and does not use diversity as an outcome, but rather as a starting point.

This research suggests that unless an organization begins with an inclusive climate, there will be no benefit to having diverse candidates, nor will there be long-term retention of a diverse staff. It is recommended to begin with inclusion, implement equitable practices and diversity will increase through the enacted and espoused values.

The purpose of this paper is to provide a review of the strategic human resources management (HRM) literature from the points of view of both general management and hospitality and tourism.

The paper provides a critical, qualitative and comparative review of the strategic HRM research literature in the fields of general management and hospitality and tourism, providing insights into emerging research trends and pointing to the gaps in the literature.

The results of the review showed six streams of research from the hospitality and tourism literature: human capital and firm performance, high-performance HRM practices and performance, international/global issues and strategic HRM, individual HRM practices and performance, qualitative reviews of the hospitality and tourism HRM literature and country-specific strategic HRM. This review also points to the gaps between the two bodies of literature and gives recommendations for future research.

The current conceptual model provides a useful framework for examining how strategic HRM practices impact firm performance through macro (organizational) and micro (individual) levels. The current review illustrates the important role that frontline managers have in delivering HRM practices.

This review provides a conceptual model for future research and practical implications.

The purpose of this study is to examine hotel managers’ perspectives on the promotion process of hotel employees based on the promoted employee’s gender, their perceived organizational justice and perceived gender discrimination against women. The moderating role of anti-male bias beliefs in the promotion process was examined.

The study adopted an experimental design (female vs male promoted) with a sample of 87 hotel managers. Data were analyzed using mediation and moderated mediation analyses.

The results indicated procedural and distributed justice mediates the effect of gender of the promoted employee on perceived gender discrimination against women. It was found that perceptions of anti-male bias moderate the relationship between gender of the promoted employee and distributed justice, demonstrating higher levels of perceived fairness within the organization when a female is promoted, especially when low levels of anti-male bias exist.

Many organizations may refrain from offering more promotional opportunities to women for fear of reverse discrimination. This research demonstrates that the organization will be perceived as fairer if it offers more opportunities to women, should create a stronger organizational culture and higher financial performance.

To the best of the authors’ knowledge, this paper is the first to address the gender inequity in promotional opportunities of hotel employees and demonstrate the overall benefit of combating such inequality. This is the first time that anti-male bias has been addressed in the hospitality context, suggesting the need for more research on reverse discrimination, especially in promotional situations.

The purpose of this paper is to examine how managers react to sexual harassment as a function of the harasser role that includes a customer as a source of harassment and an organization’s climate for sexual harassment.

Using an experiment with a 2 (harasser role: coworker or customer) × 2 (organizational climate of sexual harassment: tolerates or does not tolerate) between-subjects design, 162 hotel managers were randomly assigned to read one of four conditions.

Both the harasser role and organization’s climate for sexual harassment influenced the managers’ sexual harassment reactions, specifically whether they label the incident as sexual harassment and attribute responsibility to the organization. The managers’ gender was found to moderate these relationships.

The results underscore the importance of understanding reactions to sexual harassment because, regardless of who harasses (coworker or customer) and the organizational climate (tolerates or does not tolerate sexual harassment), sexual harassment of any form can be harmful for the well-being of hospitality employees. These results also provide educational implications.

This is the first known experimental study to examine how hospitality managers react to sexual harassment when the harasser role includes a customer versus a coworker. The results illustrate that the same sexually harassing behavior was perceived less negatively – in regard to both the labeling and attribution of organizational responsibility – when it was done by a customer than by a coworker.

Though scholarship has documented Black opera leaders' contributions to the art form in the United States (André, 2018; Caplan, 2017; Cuyler, 2021; Southern, 1997; Turner, 2015), they have received scant attention in rubrics that theorize a definition of Black opera (André, 2018; Cheatham, 1997; Schmidt & Schroeder, 1999). However, as their recent advocacy for racial justice (Cuyler, 2022) through their Letter to the Opera Field in 2020 revealed (Cuyler, 2023), Black opera leaders play a powerful and unique role in shaping audiences' appreciation, engagement with, and understanding of Black opera (André, 2018; Cuyler, 2023; Floyd & Cuyler, 2023). In addition to their positionality as observers of and participants in opera companies' decision-making processes, their advocacy for racial justice can compel an opera company to program Black opera, or not (Cuyler, 2021, 2022, 2023). Therefore, in this chapter, I explore the research question, what is the role of Black opera leaders in Black opera? Lastly, I propose a theory of the dynamic process that includes artistic programming and casting, hiring, community engagement, and audience development which enables the development of an audience for Black opera when Black opera leaders view their leadership of these areas of work through the lens of racial justice.