Foregrounding why and when inclusive leadership triggers customer stewardship in hospitality organizations

Abstract

Purpose This study aims to investigate the potential positive correlation between inclusive leadership and hotel frontline employees’ (FLEs) customer stewardship (CS) behavior, using the conservation of resource theory as its foundation. It hypothesizes that role breadth self-efficacy (RBSE) acts as a mediating factor in this relationship, with employee conscientiousness serving as a significant moderating variable. Design/methodology/approach A time-lagged survey design was used, spanning over three rounds to collect data from 348 hotel FLEs and 42 managers. The analysis was conducted using structural equation modeling in Mplus version 8.6. Findings The study revealed a positive association between inclusive leadership and FLE CS, both directly and indirectly through RBSE. The results also showed that FLE conscientiousness moderated the direct link between inclusive leadership and RBSE, as well as the indirect link between inclusive leadership and FLE CS. Practical implications The evidence suggests that inclusive leadership behaviors among hospitality managers may elevate FLE CS behaviors, implying significant benefits for the success of hospitality organizations. Managers should focus on enhancing FLEs’ RBSE to further improve CS behaviors. In addition, by considering FLE conscientiousness, managers can craft targeted strategies to maximize the impact of inclusive leadership on CS behaviors. Originality/value This research contributes to the limited body of knowledge on the precursors of CS behavior by explaining both direct and indirect connections with inclusive leadership. Furthermore, it broadens the understanding of the conditions under which leadership most effectively shapes such behaviors.