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Purpose – 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. Design/methodology/approach – 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. Findings – 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. Practical implications – 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. Originality/value – 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.

Purpose The purpose of this paper is to investigate the extent to which workplace spirituality (WPS) is related to hospitality supervisors’ organizational commitment (OC) and intention to quit (ITQ), examined through the lens of self-determination theory (SDT). Design/methodology/approach Based on survey data collected from 190 supervisors employed by a large US hospitality organization, the relationships were examined using confirmatory factor analysis, second-order factor analysis and structural equation modeling. Findings The results of this study suggest that three dimensions of WPS (i.e. meaning and purpose in their work, sense of community and alignment with organizational values) are positively related to OC and negatively related to ITQ. Moreover, these supervisors’ OC fully mediates the negative relationship of WPS to ITQ. Research limitations/implications This study tests the validity and reliability of three WPS dimensions in the hospitality environment. It also provides a theoretical perspective through SDT for explaining how WPS impacts employee work attitudes, which can be used to guide future studies. Practical implications Hospitality organizations can benefit from the insights of this research into how WPS can increase the commitment and retention of supervisors, who in turn positively impact front-line workers and customer service quality delivery. Originality/value This study provides additional implications for SDT and offers new insights into the emerging field of WPS scholarship. While other studies have tested relationships related to involving these WPS variables, a scarcity of research has been offered in hospitality or with a theory-based explanation of these relationships.

Person–environment (PE) fit theory is based on the premise that people flourish in work settings that are compatible with their skills, interests, values, and other characteristics. While the premise of PE fit theory appears to be straightforward, it is actually a complex and evolving framework with much left to be understood about what exactly “fit” encompasses and how it relates to human behavior and organizational outcomes. In contrast to the vast literature on PE fit theory, which dates back more than 100 years, workplace spirituality is a more nascent research domain that has gained traction primarily within the last decade. Research on workplace spirituality has been informed not only by traditional organizational behavior (OB) theories, but also has developed in a similar fashion with the positive organizational scholarship (POS) movement in that both seek to more fully examine the humanistic nature of individuals at work, such as whether employees experience their work as fulfilling a higher “calling” for meaning and purpose. The current article seeks to integrate these 2 research domains with the following 3 goals: (a) illustrate similarities between 3 workplace spirituality dimensions and 3 PE fit dimensions, (b) highlight the unique contribution that workplace spirituality can add to traditional PE fit theory, and (c) outline a future agenda for research which integrates workplace spirituality and PE fit theory to further our understanding of the human experience of work as it relates to important individual, group, and organizational outcomes.