The relationship between servant leadership, psychological empowerment and individual performance : A multi-level study for hotel employees

2020 ◽  
Vol 29 (8) ◽  
pp. 123-141
Author(s):  
Kyung-Taek Kim ◽  
Dong-Jin Lee ◽  
Cheol-Ki Lee
2021 ◽  
Vol 49 (4) ◽  
pp. 1-10
Author(s):  
Min Li ◽  
Ziyu Zhao ◽  
Lijuan Cui

We examined the relationships among psychological empowerment, emotional labor strategies, and job burnout of frontline hotel employees with reference to conservation of resources theory and the job demands–resources model. A sample of 414 employees from a Chinese chain hotel was recruited to take part in this study. There was a significant negative correlation between psychological empowerment and job burnout for these frontline hotel employees. Furthermore, the emotional labor strategies of deep acting and automatic regulation played partial mediating roles in the relationship between psychological empowerment and job burnout, which has implications for the development of intervention mechanisms and work practices for addressing burnout.


2017 ◽  
Vol 58 (4) ◽  
pp. 364-373 ◽  
Author(s):  
Ali Bavik ◽  
Yuen Lam Bavik ◽  
Pok Man Tang

While servant leadership is widely recognized as a people-oriented management style, little attention has been directed to understand the positive outcomes of servant leadership on different stakeholders in the hospitality context. This research examines the mediating role of employee job crafting in the relationship between servant leadership and individual employees’ interpersonal citizenship behaviors directed at both internal and external stakeholders. Multisourced survey data collected from 238 hotel employees in 38 teams revealed that the effects of servant leadership on individual employees’ citizenship behaviors directed toward leaders, coworkers, and customers were mediated by employee job crafting.


2016 ◽  
Vol 25 (1) ◽  
pp. 157-172 ◽  
Author(s):  
Fang Liu ◽  
Irene Hau-Siu Chow ◽  
Yuanyuan Gong ◽  
Hao Wang

AbstractUsing multi-level analysis, the present study proposes that psychological empowerment and perceived organizational support serve as mediators of the effects of human resource management (HRM) bundle on individual innovative behavior. We tested the model using data from 705 employees of 162 firms in China. The results revealed that both psychological empowerment and perceived organizational support partially mediate the relationship between HRM bundle and individual innovative behavior. This study contributes to the understanding of how HRM bundle impact on individual innovative behavior.


2014 ◽  
Vol 26 (7) ◽  
pp. 1083-1099 ◽  
Author(s):  
Mustafa Koyuncu ◽  
Ronald J. Burke ◽  
Marina Astakhova ◽  
Duygu Eren ◽  
Hayrullah Cetin

Purpose – The aim of this article is to examine the relationship of service employees perceptions of servant leadership provided by their supervisors/managers and employee’s reports of service quality provided to clients by their hotels. Design/methodology/approach – Data were collected from 221 frontline employees, a 37 per cent response rate, working in four- and five-star hotels in Cappadocia, Turkey. Previously developed and validated measures of servant leadership (Liden et al., 2008) and service quality (Parasuraman et al., 1988) were used and both were found to be highly reliable in this study. Findings – Respondents were generally young, had relatively short organizational tenure and had high school educations. Respondents having longer organizational tenures and those working in five-star hotels reported lower levels of servant leadership. Longer tenured employees, and males, rated some dimensions of service quality lower as well. Service employees reporting higher levels of servant leadership from their supervisors/managers generally indicated higher levels of service quality. Research limitations/implications – Some limitations should be noted. First, all data were collected using respondent self-reports, raising the limited possibility of response set tendencies. Second, the sample, while reasonably large, may not be representative of all hotel employees in Turkey. Third, all properties were located in one region of Turkey and may not be representative of hotel employees in other regions of the country. Practical implications – First, organizations could select individuals exhibiting higher levels of servant leadership potential based on indications that these individuals are interested in developing long-term relationships with staff and co-workers and in helping them become more skilled in doing their jobs. Selection can also be augmented by servant leadership training (Fulmer and Conger, 2004). Supervisors/managers could be coached to help them develop their staff and help them meet their unique goals (Raelin, 2003). Finally, workplace cultural value supportive of both servant leadership and service quality can be identified, modeled by senior level managers, supported and rewarded. Originality/value – Most studies focus on defining and measuring servant leadership or service quality. This study investigates the relationship between servant leadership and service quality.


2018 ◽  
Vol 10 (3) ◽  
Author(s):  
Mahmoud Ahmad Mahmoud ◽  
Shuhymee Ahmad ◽  
Donny Abdul Latief Poespowidjojo

Though a substantial number of researches have been documented between psychological safety, psychological empowerment and individual level performance, the manner through which these relationships transpires is scarcely studied, principally as regards to individual performance of middle managers in medium enterprises. To address this shortfall and to expound further on these relationships, several researchers proposed mediating variables to better explain the relationship between these variables. Accordingly, this paper proposes intrapreneurial behavior as a mediating variable on the psychological safety, psychological empowerment and individual level performance relationships of middle managers in Nigerian medium enterprises. Psychological safety, psychological empowerment and intrapreneurial behavior relationships have been deliberated, followed by the intrapreneurial behavior and middle manager successful performance relationship and lastly the proposed mediating role of intrapreneurial behavior on the psychological safety, psychological empowerment and individual level performance relationships.


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