Translating responsible leadership into team customer relationship performance in the tourism context: the role of collective job crafting

Purpose This paper aims to investigate how chief executive officer (CEO) responsible leadership impacts corporate social responsibility (CSR) and organization performance by considering diverse organizational climates (including ethical, service and initiative climates) as mediators and CEO founder status as a moderator. Design/methodology/approach This study analyzed survey data from 212 service organizations in China with structural equation modeling. Findings The results clearly established that CEO responsible leadership played a crucial role in augmenting both CSR and organization performance by shaping positive organizational climates. Notably, CEO responsible leadership significantly fostered ethical, service and initiative climates. Furthermore, an ethical climate promoted CSR and organization performance, whereas service and initiative climates specifically enhanced organization performance. Additionally, responsible CEOs with founder status exhibited a higher propensity for enhancing ethical, service and initiative climates within service organizations. Practical implications Service organizations should take measures to build CEO responsible leadership, especially for CEOs with founder status. Furthermore, service organizations should motivate employees to reach consensus on ethical conducts, superior service and proactive approach to work. Originality/value First, the findings on CEO responsible leadership’s effects on CSR and organization performance extend the research on responsible leadership outcomes. Second, this paper adds to responsible leadership literature through exploring the mediating effects of ethical, service and initiative climates. Finally, the finding on the moderating role of founder CEOs offers a novel perspective regarding the boundary condition of the effects of CEO responsible leadership.

Section: Discussionmentioning

confidence: 99%

Section: Theory and Hypothesis Developmentmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

How CEO responsible leadership shapes corporate social responsibility and organization performance: the roles of organizational climates and CEO founder status

Wang

Liu

2023

“…Vietnamese hotels have been chosen for our research because the country’s hospitality sector can provide a rich context for our research (Hoang et al , 2023). Vietnamese hospitality industry has fast developed in the last two decades since Vietnam's participation in the WTO (Luu, 2018; Nguyen et al , 2021), which requires Vietnamese hotels to enhance service innovation to compete with international hotels (Luu, 2023). Furthermore, recent research revealed that Vietnamese customers, particularly in the tourism and hospitality sectors, have become increasingly demanding (Luu, 2022).…”

Section: Methodsmentioning

confidence: 99%

Entrepreneurial leadership fostering service innovation in the hospitality firms: the roles of knowledge acquisition, market-sensing capability and competitive intensity

Hoang

Nguyễn

Tang

et al. 2023

Purpose This study aims to investigate the effects of entrepreneurial leadership on service innovation in the hospitality industry and examine the mediating effects of market-sensing capability and knowledge acquisition. Additionally, the study explores the moderating role of competitive intensity in the relationships between market-sensing capability, knowledge acquisition and service innovation, drawing on the dynamic capability theory and resource dependence theory. Design/methodology/approach The data for this study were obtained from 322 employees and 137 leaders working in 103 hotels in Vietnam, using a time-lagged approach. The collected data were analyzed using structural equation modeling in SPSS Amos 28. Findings The results of this study reveal a significant positive association between entrepreneurial leadership and service innovation, with mediation effects observed through both knowledge acquisition and market-sensing capability. Moreover, the findings demonstrate that competitive intensity moderates the association between knowledge acquisition and service innovation. Practical implications The results of this study provide implications for hospitality firms to cultivate entrepreneurial leadership through leadership training and development programs and enhance their dynamic capabilities (i.e. market-sensing capability and knowledge acquisition) to allow them to survive and develop in a competitive market. Originality/value This study advances entrepreneurial leadership research in the hospitality context by identifying mediating and moderating mechanisms that translate entrepreneurial leadership into hospitality firms’ service innovation.

“…Welch and Welsh (2005) stated that "when you become a leader, success is all about growing others" (p. 61). To induce job crafting among their subordinates, supervisors not only have to provide training and rewards but more importantly, they have to practice job crafting behaviors themselves (Luu, 2022). However, additional research is needed to explain how supervisors' job crafting may influence subordinates and, thus, improve their work performance (Yadav and Dhar, 2021;Luu, 2022).…”

Section: Introductionmentioning

confidence: 99%

Examining the cross-level mechanisms of the influence of supervisors’ job crafting on frontline employees’ engagement and performance

Zhao

Wang

Mattila

et al. 2023

Purpose Frontline employees’ proactive behaviors (i.e. job crafting) are critical to satisfying customers’ idiosyncratic needs. If the supervisors practice job crafting, their subordinates are more likely to mimic such behaviors. However, there has been limited research on how leaders’ job crafting can influence subordinates’ job crafting. This study aims to examine the cross-level mechanisms (i.e. trickle-down effects) of supervisors’ job crafting on the subordinates’ attitudes and performance. Specifically, such trickle-down effects can be explained via two cross-level mechanisms of the supervisors’ job crafting on the subordinates’ work engagement and performance: social learning mechanism and job demands-resources mechanism. Design/methodology/approach A three-wave cross-lagged study was conducted in two-week intervals. The valid responses from 67 supervisors and their 201 subordinates were collected. The data set was analyzed using multilevel Structural Equation Modeling. Findings The results demonstrated that the social learning and job demands-resources mechanisms are not independent. The supervisor’s job crafting improves employment relationships, subsequently encourages subordinates’ job crafting and ultimately enhances work engagement and work performance. Practical implications The findings suggested that hospitality organizations should encourage job crafting among supervisors and managers. A proactive hotel manager can establish strong employment relationships, motivate subordinates to work proactively and obtain positive work outcomes. Originality/value The findings enrich the knowledge about the trickle-down effects of supervisors on subordinates in terms of job-crafting behaviors. In particular, this study found a new theoretical perspective that the job demands-resources and social learning mechanisms may not be independent, and the subordinates’ perception of the employment relationship plays a critical role.