Abstract
The hotel manager has the responsibility to stimulate the passion of the staff. The vision, hope/faith, and altruistic love advocated by spiritual leaders can meet the independent psychological needs of employees, thus enhancing their harmonious passion. This study is based on self-determination theory, intrinsic motivation theory and psychological capital theory, and explores the relationship between spiritual leadership and employees’ harmonious passion. This study uses 260 employees of star hotels in Beijing, Shanghai, Hangzhou, Hefei, Huangshan, and other cities in China. Results show that spiritual leadership positively impacts employees’ harmonious passion, and calling plays an mediation role between spiritual leadership and employees’ harmonious passion. The results are helpful to clarify the formation mechanism of employees’ harmonious passion from the perspective of self-determination theory, intrinsic motivation theory and psychological capital theory and show that spiritual leadership can drive employees’ harmonious passion, especially when hotel vision and employee calling are consistent. Furthermore, the altruistic love of spiritual leaders for their followers also plays a key role in employee calling and promoting harmonious passion. Therefore, this study also emphasizes the importance of calling in improving the harmonious passion of employees. The theoretical and management implications that help to enhance the harmonious passion of employees are discussed in detail.
Highlights
In recent years, one of the most critical challenges facing hospitality firms is an increasing decline in hospitable behaviors amidst intense commercialization and volatile competition within the sector (Usman et al, 2021a)
The results showed that vision, hope/faith, and altruistic love indirectly affected harmonious passion through calling (β = 0.04, P < 0.001; β = 0.05, P < 0.001; β = 0.07, P < 0.001, respectively), the path coefficient of each variable and the effect value of the mediating path are shown in Figure 2 and Table 6
This study empirically studies that spiritual leadership is an important determinant of calling, consistent with previous studies (Fry, 2003)
Summary
One of the most critical challenges facing hospitality firms is an increasing decline in hospitable behaviors amidst intense commercialization and volatile competition within the sector (Usman et al, 2021a). The lack of passion of hotel employees has become an urgent problem to be solved. Lack of passion will reduce employees’ innovative behavior and have a negative effect on performance (Ho and Pollack, 2014). Individuals with low work passion are prone to low involvement in work and low job satisfaction, which is easy to produce burnout (Vallerand et al, 2010; Lavigne et al, 2012). Improving employees’ work passion has become an issue that hotel managers need to pay attention to. Employees’ work passion is defined as a lasting, positive and meaningful state of health or happiness derived from their evaluation of work and organization (Zigarmi et al, 2009). Work passion is divided into harmonious work passion and forced work passion (Zigarmi et al, 2009)
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