The effect of paradoxical leadership on extra-role service in the hospitality industry

Abstract

PurposeThis study aims to examine the influence of paradoxical leadership (PLSH) on the extra-role service behavior of frontline employees. It analyzes not only direct but also indirect influence through mechanisms that improve the learning (self-improvement) and communication (voice) capabilities of hospitality employees.Design/methodology/approachData were gathered through structured questionnaires administered to a sample of frontline employees from Spanish hotels. A structural equations model was used to evaluate the theoretical model proposed.FindingsThe results show both a direct positive effect of PLSH on extra-role service and a mediating effect of employees’ improvement-oriented behaviors on this relationship. These results support the idea that employees under paradoxical leaders seek both self-improvement and organizational improvement through their voice to provide guests with excellent service.Research limitations/implicationsThe findings extend understanding of PLSH’s effects on the hospitality industry through its impact on extra-role service, an essential element of hotel success.Originality/valueThis study addresses the lack of research on hospitality leadership by analyzing the effects of PLSH on employees’ communication and learning behaviors, as well as on their extra-role service. The authors argue that some behaviors that help hotels compete (e.g. extra-role service) can have paradoxical implications for employees.