Purpose Though the effect of transformational leadership (TFL) on followers has been largely examined in hospitality, the findings are rather inconsistent. This paper aims to provide a quantitative review for the relationship between TFL and follower outcomes in hospitality and a detailed analysis of the moderating variables (cultural differences, measurement instrument, rating sources and time lag). Design/methodology/approach To explore the effect sizes of TFL on followers, this study conducted a quantitative meta-analysis based on 62 primary studies, including 66 independent samples (N = 23,037). The outcomes of TFL were categorized into subordinates’ attitudinal outcomes, relational perceptions and behavioral outcomes. Findings The results indicate that TFL has the strongest impact on relational perceptions, followed by subordinates’ attitudinal and behavioral outcomes. The results also show that cultural differences, rating sources and time lag partially moderate the relationships between TFL and follower outcomes. Research limitations/implications TFL generally has a high level of validity for explaining attitudinal, behavioral and relational perception outcomes of followers in the field of hospitality. Given that, there have been a large number of studies investigating TFL with follower attitudinal and behavioral outcomes, it might not be necessary to continue applying identical frameworks to investigate the effect of TFL. Instead, future research on TFL is expected to explore the relationship between TFL and followers’ relational perceptions and consider cultural and methodological factors. Originality/value To the best of authors’ knowledge, this is the first meta-analysis to clear theoretical links between TFL and its outcomes in the hospitality context. This study further investigates several moderators that can influence the effects of TFL and helps better understand the influence of TFL in the area of hospitality. The study also provides future research directions for leadership research in the hospitality context.

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Purpose Underpinned by the ability–motivation–opportunity framework, this paper aims to establish a framework of employee creativity antecedents in the hospitality and tourism industries and meta-analytically examine the magnitude of effect sizes as well as the moderating effects of cultural factors. Design/methodology/approach A meta-analysis using data from 82 independent studies was conducted to explore the hypothesized relationships and verify how they were contingent on uncertainty avoidance and long-term orientation. Findings The results supported the majority of hypotheses about the relationships between antecedents and creativity. Furthermore, they showed that the effects of intrinsic motivation, positive affect and climate for innovation on creativity in the hospitality and tourism industries were significantly larger than those reported in previous meta-analyses. It also showed that uncertainty avoidance and long-term orientation could buffer or strengthen some associations. Practical implications This study generates some essential managerial suggestions for organizations in need of innovation. Managers can learn from the results so as to effectively promote the ability, motivation and opportunity for creativity and merge cultural elements with innovation strategy when they operate globally. Originality/value This study provides a theory-based explanation for how employee creativity can be activated. To the best of the authors’ knowledge, this study is a first attempt to meta-analytically test the underlying determinants of employee creativity in the hospitality and tourism industries. Additionally, the search for boundary conditions of the proposed relationships is likely to reconcile existing conflicts and inspire future studies.

PurposeThis study examined the dynamical and positive effects of leader consultation on employee proactivity from a motivational perspective.Design/methodology/approachSurvey data were collected twice a day from 107 employees in a week by using an experience sampling method.FindingsOn a daily basis, leader consultation had a positive effect on employees’ state work engagement, which in turn promoted employees’ proactivity. Moreover, authoritarian leadership weakened the positive relationship between leader consultation and employees’ state work engagement.Originality/valueThe findings provided a new perspective regarding the potential dynamic motivational effect of leader consultation on employees and generated interesting implications for paradoxical leadership theory.