The impact of exploitative leadership on frontline hospitality employees' service performance: A social exchange perspective

LZ Wu (First Author), ZZ Sun (Participant Author), YJ Ye (Participant Author), HK Kwan, MQ Yang (Participant Author)

Research output: Contribution to journalJournal

27 Citations (Web of Science)

Abstract

Based on social exchange theory, we investigate the impact of perceived exploitative leadership on frontline hospitality employees' service performance. A three-phase analysis of 207 supervisor-subordinate dyads from three hotels in China demonstrates that exploitative leadership has a negative effect on frontline hospitality employees' service performance. Furthermore, leader-member exchange (LMX) plays a mediating role in the relationship between exploitative leadership and employee service performance. Moderated path analyses indicate that traditionality weakens the direct influence of exploitative leadership on LMX and an indirect influence of exploitative leadership on employee service performance through reduced LMX. We also discuss the theoretical and practical implications of these findings.
Original languageEnglish
Article number102954
Number of pages10
JournalInternational Journal of Hospitality Management
Volume96
DOIs
Publication statusPublished - Jul 2021

Corresponding author email

yeyijiao@szu.edu.cn

Project sponsor

National Natural Science Foundation of China (NSFC)

Project No.

71902111

Keywords

  • Exploitative leadership
  • Leader-member exchange
  • Service performance
  • Traditionality

Indexed by

  • ABDC-A*
  • SSCI

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