Abstract
This study explores the effect of paternalistic leadership (moral leadership, benevolent leadership, and authoritarian leadership) on hotel employees’ voice behavior and the moderating role of organizational identification. This study samples employees of five-star hotels in northern, central, and southern Taiwan. Purposive sampling is used to distribute 450 questionnaires: 150 in northern Taiwan, 150 in central Taiwan, and 150 in southern Taiwan. The number of valid questionnaires was 359, and the effective questionnaire recovery rate was 79.78%. The analysis results indicate that (1) supervisors’ moral leadership negatively affects hotel employees’ voice behavior, (2) supervisors’ benevolent leadership positively affects hotel employees’ voice behavior, (3) supervisors’ authoritarian leadership negatively affects hotel employees’ voice behavior, (4) organizational identification moderates the relationship between moral leadership and voice behavior, (5) organizational identification moderates the relationship between benevolent leadership and voice behavior, and (6) organizational identification moderates the relationship between authoritarian leadership and voice behavior. This study also proposes managerial implications based on the analysis results. This research attempts to make contributions to the literatures of hospitality and tourism.
Highlights
Hiring appropriate talent is the main concern of all organizations and a method of creating a competitive advantage [1]
Hospitality organizations have gradually shifted their focus to encouraging employees to seek opportunities to improve, and numerous practitioners and researchers consider enthusiasm at work a competitive advantage that is essential to organizational success [2,3]
The current research in this area appears to be relatively lacking, this study explores the effect of paternalistic leadership on hotel employees’ voice behavior and the moderating role of organizational identification to fill a gap in the literature on hospitality
Summary
Hiring appropriate talent is the main concern of all organizations and a method of creating a competitive advantage [1]. Hospitality organizations have gradually shifted their focus to encouraging employees to seek opportunities to improve, and numerous practitioners and researchers consider enthusiasm at work a competitive advantage that is essential to organizational success [2,3]. Studies on hospitality have demonstrated the effects of paternalistic leadership on employees’ work engagement and extra-role customer service behavior [10]. Paternalistic leadership effectively improves employees’ internal service behavior which, in turn, benefits the organization [11]. Whether paternalistic leadership affects the voice behavior of hotel employees remains to be determined. Scholars have explored paternalistic leadership in hospitality organizations [9,10,11], but few studies have investigated the effect of paternalistic leadership on hotel employees’ voice behavior
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