Purpose-This paper aims to propose and test a research model that examines psychological capital as a mediator of the effect of servant leadership on lateness attitude, intention to remain with the organization, service-sales ambidexterity and service-oriented organizational citizenship behaviors. Design/methodology/approach-Data were gathered from hotel salespeople using a three-wave design with a two-week time lag between each wave in Iran. In total, 26 supervisors assessed salespeople's serviceoriented organizational citizenship behaviors. Structural equation modeling was used in the assessment of the direct and mediating effects. Findings-The findings reveal that psychological capital functions as a full mediator of the influence of servant leadership on the aforementioned outcomes. Specifically, servant leadership fosters salespeople's psychological capital. Such employees in turn display reduced lateness attitude and express an increased intent to remain with the organization. They also have favorable perceptions of service-sales ambidexterity and exhibit service-oriented organizational citizenship behaviors at elevated levels. Practical implications-Top management of hotels should be committed to the philosophy of servant leadership because salespeople under the umbrella of this leadership style are high on psychological capital. Under these circumstances, such employees can exhibit service-sales ambidexterity by contributing to delivery of exceptional service and enhancing customer satisfaction. They can also contribute to the organization's competitive advantage via service-oriented organizational citizenship behaviors. Originality/value-This study makes a significant contribution to the extant hospitality research by testing psychological capital as a mediator between servant leadership and the previously mentioned consequences.

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Purpose The purpose of this paper is to examine the impacts of job resources, as manifested by selective staffing, training (TR), and career opportunities, on job insecurity and the influence of job insecurity on hope, job satisfaction, and creative performance. By investigating these relationships, the present study also aims to provide the managers the ways by which they can foster job resources, reduce job insecurity, and activate hope and job outcomes of their salespeople. Design/methodology/approach Data came from hotel salespeople in Iran. Structural equation modeling was used to test the aforesaid relationships. Findings The empirical data lend support to the overwhelming majority of the relationships. Specifically, job insecurity and hope act as mediators of the impacts of job resources on job satisfaction. Job satisfaction mediates the impacts of job insecurity and hope on creative performance. Contrary to what has been hypothesized, job insecurity positively influences salespeople’s hope. Such salespeople in turn exhibit higher job satisfaction. In addition, job resources do not significantly influence hope via job insecurity. Practical implications Management should invest in job resources to reduce job insecurity. Management should also try to hire individuals high on hope since hope is treated as a malleable variable and can be developed via TR interventions. Workshops can be organized to enable junior salespeople to learn senior salespeople’s practices regarding the solutions to new customer requests and problems. Originality/value Job insecurity is an endemic problem in many industries and there is a lack of empirical research about the intermediate linkage between job insecurity and employees’ job outcomes. There is also a need for more research to ascertain the factors influencing job insecurity.