Search results

The purpose of this paper is to examine the effects of authentic leadership on the work–family balance (WFB) of followers by focusing on the mediating roles of leader–member exchange (LMX) and work-to-family enrichment (WFE) and the moderating role of traditionality in China.

Data were collected using field survey research design. Participants included 206 employees in a pharmaceutical company in China.

The results indicate that LMX and WFE sequentially mediated the positive relationship between authentic leadership and WFB. In addition, traditionality strengthened the relationship between authentic leadership and LMX.

This study contributes to the integration of authentic leadership literature and the WFB model. This research also indicates that authentic leadership is a source of enhancing employees’ WFB. However, data are correlational and cross-sectional, which limits the ability to draw causal relationships.

The findings reveal that authentic leadership is effective in inducing followers’ WFB. The value of traditionality can strengthen the effect of authentic leadership.

This study addresses unexplored theoretical predictions and provides new directions for authentic leadership and work–family research.

The purpose of this study is to investigate the influence of servant leadership on hospitality employees’ proactive customer service performance (PCSP) by focusing on the sequential mediating roles of harmonious passion and customer orientation and the moderating role of others’ approval of contingent self-esteem.

This study uses structural equation modeling with the four-wave data collected from eight Chinese hotels.

This study finds that servant leadership can promote hospitality employees’ PCSP by sequentially boosting their harmonious passion for work and customer orientation. Moreover, others’ approval of contingent self-esteem strengthens servant leadership’s effect on harmonious passion for work.

First, this study extends the servant leadership research by extending its outcome to hospitality employees’ PCSP. Second, this study enriches the understanding of the mediating mechanism between servant leadership and PCSP. Third, this study advances the research on servant leadership by identifying the moderating effect of employees’ others’ approval of contingent self-esteem between servant leadership and harmonious passion.

Drawing from self-determination theory, this study aims to examine the effect of leader humor on frontline hospitality employees’ service performance and proactive customer service performance (PCSP) via harmonious passion (HP) for work with employee neuroticism as the moderating mechanism.

This study controlled for the nested effect and tested all the hypotheses with Mplus 7.0 using a time-lagged three-wave survey of 232 Chinese supervisor–subordinate dyads.

The results indicated that leader humor promotes frontline hospitality employees’ service performance and PCSP by enhancing their HP. Furthermore, neuroticism was shown to strengthen the direct impact of leader humor on employee HP and its indirect impact on employee service performance and employee PCSP through HP.

First, this research contributes to the leader humor literature through exploring its impact on the service performance and PCSP of frontline hospitality employees. Second, this research develops a new framework to explain the leader humor-employee service outcomes relationship using self-determination theory. Finally, the focus on the moderating role of neuroticism helps to explain the “when” question of leader humor.

Drawing on conservation of resources (COR) theory, this study aims to explore how perceived organizational exploitation affects hospitality employees’ extra-role customer service behaviors by investigating the mediating role of depressed mood at work and the moderating role of reappraisal.

This study tested all of the hypotheses using multilevel path analyses with a sample of 340 supervisor–subordinate dyads.

The results show that perceived organizational exploitation is indirectly associated with hospitality employees’ extra-role customer service through depressed mood at work and that employees’ reappraisal may help mitigate the negative effect of organizational exploitation.

First, policies and rules should be established in advance to prevent organizational exploitation. Second, we suggest that hospitality organizations should pay special attention to employees who have low levels of reappraisal, and reappraisal training could be provided to enhance their emotion regulation skills. Third, hospitality organizations could nurture a healthy and supportive emotional climate to create positive emotions in the workplace, in case that depressed mood at work contributes to employees’ extra-role behaviors.

First, the authors go beyond previous studies to focus on a new behavioral outcome of perceived organizational exploitation, i.e. extra-role customer service. Second, it applies a new perspective of COR theory to determine the underlying mechanism of perceived organizational exploitation. Third, to the best of the authors’ knowledge, this study is one of the first to explore the boundary conditions under which the destructive effects of perceived organizational exploitation can be mitigated.

Drawing on organizational justice theory, this study aims to investigate how perceived organizational exploitation induces frontline hospitality employees’ organizational and interpersonal deviance. Specifically, this study explored the mediating effect of distributive and procedural justice, as well as the moderating effect of justice sensitivity.

The focal research analyzed multiphase survey data from 267 frontline service employees with structural equation modeling.

The results revealed that perceived organizational exploitation induced frontline hospitality employees’ organizational and interpersonal deviance through their perceptions of distributive and procedural justice. Moreover, employees’ justice sensitivity amplified perceived organizational exploitation’s harmful impact on justice perceptions and its conditional influence on organizational and interpersonal deviance.

Organizations should take actions to reduce the occurrence of exploitation to prevent employees’ workplace deviance behaviors. Moreover, organizations can foster employees’ justice perceptions and take care of employees with strong justice sensitivity to reduce the destructive behaviors triggered by organizational exploitation.

By investigating frontline employees’ workplace deviant behaviors, this research identifies new outcomes of exploitation by hospitality organizations. Moreover, the research contributes by offering a justice-based perspective to understand the effects of perceived organizational exploitation. Furthermore, this research helps identify a new boundary condition of being exploited by organizations.

On the basis of social identity theory, this paper aims to predict and test the influence of abusive supervision on service employees’ proactive customer service performance (PCSP) in the hotel industry.

Data were collected from 198 service employee-coworker dyads from 12 hotels in China. Previously developed and validated measures of abusive supervision, organizational identification, collectivism and PCSP were used and found to be highly reliable in this study.

Time-lagged data from 12 hotels in China reveal that abusive supervision negatively influences service employees’ PCSP, through organizational identification. In addition, employees’ collectivistic value orientation also strengthens the negative relationship between abusive supervision and organizational identification. These findings have several theoretical and managerial implications, especially for hospitality context.

First, the study suggests that hotels should design supervisors’ selection, training and monitoring to reduce mistreatment, which could be highly costly to employees’ identification and hence proactive behaviors. In addition, hotel supervisors are encouraged to learn to regulate their emotions by developing emotional management skills and interpersonal skills. Second, because collectivists are more likely to be affected by abusive supervisors, organizations should pay special attention to them by allocating more supportive resources, providing psychological comfort and expert counseling. Finally, hotels and managers should seek to meet individuals’ basic needs by fostering positive relationships between supervisors and employees, offering favorable treatment and connecting an organization’s goals with employees’ individual values. By doing so, employees’ organizational identification will be enhanced and hence contribute to PCSP.

First, scarcely any study has focused on negative types of leadership styles and how they affect employees’ PCSP. The authors address the research gap by extending the antecedent scope of PCSP to dark side management and provide empirical evidence about the suppressing effects of abusive supervision on PCSP. Second, the focus on organizational identification provides a new extension for social identity theory in application for incurring employees’ proactive behaviors. Third, this study provides a novel contribution by suggesting that the level of collectivism an employee holds can exacerbate the salience of abusive supervision.

This study aims to examine the effect of workplace sexual harassment (WSH) on hospitality employees’ workplace deviance and family undermining behaviors by focusing on the mediating effect of depression.

This research uses a three-phase field survey to collect data from hotels in China with a final sample of 266 hospitality employees. Data analysis techniques include descriptive statistics, confirmative factor analysis and hierarchical multiple regression.

This research finds that WSH is positively related to workplace deviance; WSH positively affects family undermining; depression is a mediator in the relationship between WSH and workplace deviance; and depression mediates the relationship between WSH and family undermining.

First, this research goes beyond the existing WSH literature by extending outcome variables to workplace deviance. Second, it is among the first to investigate the relationship between WSH and hospitality employees’ family life. Third, the examination of depression as a mediator advances the literature by unraveling the mediating mechanism underlying the effects of WSH on hospitality employees.

The purpose of this paper is to propose a research model in which coworker service sabotage influences hospitality employees’ service creativity via work engagement. It also aims to test the moderating effect of sensitivity to the interpersonal mistreatment of others (SIMO).

A time-lagged questionnaire study was performed in hotels in China. The hypotheses were tested via hierarchical multiple regression.

Coworker service sabotage is indirectly associated with hospitality employees’ service creativity via work engagement. The trait of SIMO buffers the harmful effect of coworker service sabotage.

Although our research design helps mitigate common method bias, it could still exist. Other coworker behaviors that might influence employees were not included in this research. The findings may also be biased due to the restricted sample from China.

Hospitality organizations should take measures to curb service sabotage. Organizations could also provide supportive resources to suppress the negative impacts of coworker service sabotage. Moreover, organizations should motivate those low in SIMO to care more about customers.

The research takes the lead in investigating the outcomes of service sabotage from a third-party perspective. Work engagement is identified as the mechanism for transmitting the impact of coworker service sabotage to employees. Moreover, a new moderator that attenuates the negative effects of coworker service sabotage is found.