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

LZ Wu; ZZ Sun; YJ Ye; HK Kwan; MQ Yang

doi:10.1016/j.ijhm.2021.102954

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)

Organizational Behavior/Human Resource Management

Research output: Contribution to journal › Journal

30 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 language	English
Article number	102954
Number of pages	10
Journal	International Journal of Hospitality Management
Volume	96
DOIs	https://doi.org/10.1016/j.ijhm.2021.102954
Publication status	Published - 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

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AU - Yang, MQ

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AB - 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.

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KW - Leader-member exchange

KW - Service performance

KW - Traditionality

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

Abstract

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