The influence of servant leadership on employees' outcomes via job embeddedness in hospitality industry

Abstract

PurposeDrawing from social exchange theory, the purpose of this study is to investigate the influence of servant leadership on organizational citizenship behavior, turnover intentions and work performance through mediating role of job embeddedness.Design/methodology/approachThe data were gathered from 252 frontline employees of Pakistan's hotel industry in two-time lags with an interval of two months by using purposive sampling. PLS-SEM was applied for the analysis of data and hypothesis testing.FindingsThe study ascertained that job embeddedness is a potent mediator between the nexus of servant leadership and aforementioned work outcomes. The study results portray that servant leadership promotes job embeddedness, OCB, work performance and reduces turnover intentions.Research limitations/implicationsHotel management can use job embeddedness to boost servant leadership and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' organizational citizenship behavior and work performance.Practical implicationsHotel management can use job embeddedness to boost OCB, work performance and reduce turnover intentions. In addition, management should also increase servant leadership by organizing training and workshops for their managers, which ultimately improves followers' citizenship behavior and work performance.Originality/valueThere are numerous calls for research to ascertain as well as sparse literature available whether job embeddedness act as a mediator in the nexus of servant leadership and work outcomes or not. The current study fills these voids and contributes to the literature by empirically examining the mechanism of job embeddedness between servant leadership and the work outcomes.

Informal learning as mediating mechanism for the relationship between learning climate and organizational citizenship behavior (OCB)

“…The current and extensive, body of research has tried to clarify the nomological network, antecedents and consequences of informal learning (Tannenbaum et al , 2010), yet the literature is inconclusive about learning climate and its dimensions as antecedents and OCB as the outcome of informal learning due to the largely anecdotal nature of the research (Cerasoli et al , 2018; Uhunoma et al , 2020, Messmann et al , 2018). The present literature shows that training climate, workplace support, autonomy, feedback and managerial support facilitate informal learning (Noe et al , 2017; Orvis and Leffler, 2011; Zia et al , 2020, 2021a). Some studies also investigated the linkage of informal learning to work outcomes such as engagement, job performance and commitment (Cerasoli et al , 2018; Susomrith and Coetzer, 2019; Yoon et al , 2018), but did not consider OCB when learning climate acted as an antecedent.…”

The effect of abusive supervision on turnover intentions: on-the-job embeddedness versus traditional attitudinal constructs

“…On-the-job embeddedness JEM represents the combined factors that inspire employees to stay in their jobs (Zia et al, 2022). On-the-JE and off-the-JE are the two components of JE (Lee et al, 2004).…”

“…JEM has gained prominence in the service literature because of its ability to explain significant variance in both turnover and non-turnover variables like life satisfaction, AOC, and contextual and task performances (e.g., Ampofo, 2020;Zia, Naveed, Bashir, & Iqbal, 2022). JEM has also been identified with various predictors such as servant leadership and high-performance work practices (Teng, Cheng, & Chen, 2021;Zia et al, 2022).…”

“…JEM has gained prominence in the service literature because of its ability to explain significant variance in both turnover and non-turnover variables like life satisfaction, AOC, and contextual and task performances (e.g., Ampofo, 2020;Zia, Naveed, Bashir, & Iqbal, 2022). JEM has also been identified with various predictors such as servant leadership and high-performance work practices (Teng, Cheng, & Chen, 2021;Zia et al, 2022). However, abusive supervision, which is a barrier against the development of quality relationship and mutual trust between employees and the supervisor, denotes the lack (or absence) of fit between the supervisor's values and that of employees and may make employees sacrifice a number of benefits in the organization.…”

The Effect of Servant Leadership on Employees during Organizational Technological Change in Family and Non-Family Business

“…Results of our study are also coherent to past studies conducted by (De Clercq, , Bouckenooghe, Raja, & Matsyborska, 2014;Haar, Brougham, Roche, & Barney , 2017;Khan, Mubarik, Ahmed, Islam, Khan, Rehman, & Sohail, 2021) that servant leadership positively impacts employee outcomes such as work engagement. This suggests that servant leadership practices such as nobly serving others and putting the interests of workers first are linked to better employee work engagement, thus resulting into better organizational outcomes due to servant leadership, people e-centered approach (Zia et al, 2021).According to Saks (2006), the association between servant style leadership and the employee is a reciprocal exchange. When employees perceive that their leaders priorities are tiled towards their growth and betterment they show high levels of engagement in the change process.…”