Abstract
PurposeThe purpose of this study was to investigate how and when exploitative leadership hinders hospitality employees’ service innovative behavior. Based on the conservation of resource theory, the authors examined the mediating role of relational energy and the moderating impact of sensitivity to interpersonal mistreatment on this relationship.Design/methodology/approachTwo-wave data collection from 54 hotel leaders and 266 subordinates in China resulted in 266 supervisor–subordinate matched data sets. Structural equation modeling analyses were used for data analysis.FindingsExploitative leadership is negatively related to hospitality employees’ service innovative behavior via diminished employee relational energy. Furthermore, employees with high sensitivity to interpersonal mistreatment experience intensified negative impact of exploitative leadership on relational energy and subsequent service innovation behavior.Research limitations/implicationsHotel management must recognize and mitigate the effects of exploitative leadership to foster an environment conducive to service innovation. In addition, hotel managers should be attuned to the employees’ relational energy, recognizing its essential role in driving innovative behavior.Originality/valueThis research contributes insights into how exploitative leadership style impedes employee service innovation behavior. It further illuminates the role of relational energy as a critical mediator in this relationship.
Published Version
Talk to us
Join us for a 30 min session where you can share your feedback and ask us any queries you have
Schedule a call