The Influence of Hospitality Leaders’ Relational Transparency on Followers’ Trust and Deviance Behaviors: Mediating Role of Behavioral Integrity

This paper investigates the effect of leader\u27s relational transparency on follower organizational deviance through followers’ perception of leader\u27s behavioral integrity and their trust in leader. Multi-level modeling results from a multisource survey-based field-study with 24 hospitality student project teams (N = 149) show that behavioral integrity mediates the relationship between leader\u27s relational transparency and follower\u27s trust in leader. Furthermore, multi-level path analysis suggests that leader\u27s relational transparency, a team-level construct, exerts a cross-level effect on follower\u27s organizational deviance through the mediating roles of behavioral integrity and follower\u27s trust in leader. The study has yielded theoretical and practical implications that are useful for hospitality leaders. © 201

The Authentic Leadership Qualities of Business Coaches and its Impact on Coaching Performance

This study determines the extent to which business coaches perceive they possess the qualities of authentic leadership and considers how this affects coaching performance. Data were collected from an online survey administered to 96 business coaches who work with entrepreneurs and business owners to improve personal and business effectiveness. Multiple regression research methodology was used to test the strength of authentic leadership in predicting coaching. Descriptive statistics were used to control for demographic factors and dependent variables. Findings suggest that effective coaching involves the application of authentic leadership qualities that enhance the work performance, life experience, self-directed learning, and personal growth of clients. This research contributes to the existing literature on authentic leadership, provides new research on the relationship between authentic leadership and business coaching, and demonstrates how a business coach’s authentic leadership impacts the client’s personal and business goals

When Do Abusive Leaders Experience Guilt?

Purpose: Drawing from the appraisal theory, this paper aims to examine the conditions under which abusive leaders experience guilt and suggests that guilt motivates leaders to help followers. Design/methodology/approach: A scenario study with a sample of 285 hospitality supervisors was used to test the theoretical model. Path analyses were conducted to test the three-way-moderated mediation model. Findings: Results show a three-way interaction among enacted abuse, managerial abuse and agreeableness on the guilt: leaders are more likely to experience guilt over their enacted abusive supervision when they do not perceive their direct manager as abusive and when they are agreeable. Moreover, guilt mediates the relationship between enacted abuse and a leader’s intention to help their followers. Research limitations/implications: This study shows that abusive supervisors pay an emotional cost for their enacted abuse (in terms of guilt). Practical implications: Hospitality organization should assign non-abusive mentors to leaders, especially agreeable ones, to detect and reduce abusive supervision. Originality/value: First, this study addressed the lack of research on the effect of abusive supervision on the abusers by studying the conditions under which abusive leaders experience guilt. Second, this study shows that because of guilt, abusive leaders have a higher intention to help their followers. It explains why abusive leaders can be helpful

Cancer incidence and mortality in 23 000 patients with type 1 diabetes in the UK : long‐term follow‐up

Type 2 diabetes is associated with raised risk of several cancers, but for type 1 diabetes risk data are fewer and inconsistent We assembled a cohort of 23 473 UK patients with insulin‐treated diabetes diagnosed at ages <30, almost all of whom will have had type 1 diabetes, and for comparison 5058 diagnosed at ages 30 to 49, of whom we estimate two‐thirds will have had type 2, and followed them for an average of 30 years for cancer incidence and mortality compared with general population rates. Patients aged <30 at diabetes diagnosis had significantly raised risks only for ovarian (standardised incidence ratio = 1.58; 95% confidence interval 1.16‐2.11; P < .01) and vulval (3.55; 1.94‐5.96; P < .001) cancers, with greatest risk when diabetes was diagnosed at ages 10‐14. Risks of cancer overall (0.89; 0.84‐0.95; P < .001) and sites including lung and larynx were significantly diminished. Patients diagnosed with diabetes at ages 30 to 49 had significantly raised risks of liver (1.76;1.08‐2.72) and kidney (1.46;1.03‐2.00) cancers, and reduced risk of cancer overall (0.89; 0.84‐0.95). The raised ovarian and vulval cancer risks in patients with type 1 diabetes, especially with diabetes diagnosed around pubertal ages, suggest possible susceptibility of these organs at puberty to metabolic disruption at diabetes onset. Reduced risk of cancer overall, particularly smoking and alcohol‐related sites, might reflect adoption of a healthy lifestyle

A Model of Hospitality Leadership Competency for Frontline and Director-level Managers: Which Competencies Matter More?

Competency models are useful tools for hospitality organizations and academic programs to identify skills and behaviors needed in the workforce. Using two studies, the present study provides an updated leadership competency model for frontline and director-level managers in the hospitality industry. In a pilot study, we updated the model of hospitality leadership competencies (in a list of 195 behaviors, grouped into 15 competencies comprising 44 skills) based on existing competency models and the opinions from 30 senior hospitality leaders. We further clustered these competencies into business leadership competencies, personal leadership competencies, and people leadership competencies. In the main study, we surveyed 98 director-level managers on the relative importance and competency priority for frontline and director-level managers. Rank-test results showed that while business leadership competencies were the top priority for director-level managers, people leadership competencies ranked first for frontline managers. This study yields both research, practical and educational implications

Prosocial Rule-Breaking to Help Coworker: Nature, Causes, and Effect on Service Performance

We examine the nature, antecedents, and service performance consequence of employees’ prosocial rule-breaking behaviors with a motive to help coworkers (PSBC) in two studies. Using a qualitative exploratory study with a sample of 80 hospitality workers, we showed the prevalence of PSBC in the hospitality industry, which includes four unique forms. Next, we examined the causes and effect of PSBC by drawing on the social cognitive theory. We proposed that coworkers PSBC and employees’ moral courage interactively predict employee PSBC, which has a negative effect on service performance. We tested the hypotheses using a time-lagged survey study with a sample of 149 hospitality workers. Results from path analysis supported our predictions. They also showed that the relationship between coworker PSBC and employee PSBC was stronger when employees’ moral courage was high. The findings provide theoretical and practical implication on managing employees’ rule-breaking behaviors in hospitality settings