PurposeThe study investigated the effects of relational leadership on hotel employees' creativity, using knowledge-sharing behaviour and leader–follower dyadic tenure as intervening variables.Design/methodology/approachA self-administered questionnaire was used to collect data from 355 employees of authorized hotels from the conurbation of Cape Coast and Elmina in Ghana. To evaluate the study's research hypotheses, the authors used WarpPLS and PLS-SEM.FindingsThe findings demonstrated that while knowledge-sharing behaviour did not directly affect employee creativity, it did have a significant mediating effect on the link between relational leadership and the creativity of employees. The study also revealed that the ability of relational leaders to drive knowledge-sharing behaviour was not contingent on leader–follower dyadic tenure.Practical implicationsThe results of this study have practical relevance for human resource practitioners in the hospitality industry. Given that relational leadership has a positive relationship with employee creativity, the authors recommend that hotel supervisors relate well with employees by sharing valuable information and respecting their opinions in decision-making.Originality/valueStudies on the role of relational leadership and employee creativity are scanty. This study develops a model to explain how relational leadership could influence employee creativity by incorporating knowledge-sharing behaviour and leader–follower dyadic tenure.

The Ghana Tourism Authority rated Elmina Beach Resort and Coconut Grove Hotels as Three-Star hotels. The focus of this study was to determine whether these hotels merited the rating as regards the innovative capabilities of its managers. Four innovation types: product, process, marketing and organization were measured. Questionnaire was employed to elicit this information. The census approach was employed involving all the seventeen departmental heads in both hotels. Data was analyzed using descriptive statistics, specifically, the mean of the innovation types were on scale of 1-5. The hoteliers demonstrated low or high innovation capacity if the scale was 1-2.9 and 3-5 respectively. Results show that the managers of these hotels are highly innovative with process and organization as the highest and least practiced innovation types respectively. It is therefore suggestive that these hoteliers strive to sell current hotel experience to clients. It is recommended that the hoteliers must continually seek to offer personalized, friendly and sociable services, which will make their guests enjoy patronizing their facilities.

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Purpose This study aims to examine how differences in the strength of interpersonal ties affect the social structure of organisational family and non-family relationships and their implications for work-related interactions. Design/methodology/approach This study used a quantitative approach. The hypotheses were tested using multi-group analysis in PLS-SEM as implemented in WarpPLS Version. Findings The results show that both family and non-family organisational members are inclined to ask from others whom they previously have given information, implying that reciprocity in work-related interactions in the workplace is present at the dyad level. Furthermore, the existing robust strength of ties among family employees facilitate a three-way relationship where each member is responsible for the quality of work-related interactions between other members. This means that triadic communication is only present within family networks. While, the absence of strong interpersonal ties within non-family network fuels the popularity effect, where non-family employees who are perceived to be knowledgeable tend to be approached by others for work-related information. Originality/value This study brings to the fore a nuanced perspective that complements our current understanding of the implications of social relationships within family and non-family employee groups on work-related interactions in the workplace. It provides clues on how family and non-family employees identify with the firm through their informal relational embeddedness towards work-related interactions within the organisation.