Identifying core “responsible leadership” practices for SME restaurants

Abstract

Purpose The purpose of this study is to identify the core responsible leadership (RL) practices that are most relevant to small- and medium-sized enterprises (SME) restaurants. Furthermore, the authors adapt scales to measure these practices and conduct a pilot study to evaluate their impact on business performance in such establishments. Design/methodology/approach Exploratory sequential mixed methods are used to fulfill the research aims. In the first phase, a set of definitions and practices associated with RL are derived from a systematic literature review. Second, a projective method of data collection is applied, involving a panel of 16 experts. Third, a fuzzy cognitive map is developed, which captures the responses of 40 owners or general managers of SME restaurants. Findings Twenty-five practices are identified from the systematic literature review. The results show the five leadership practices that match the order of importance assigned by the experts: societal orientation, ethics, stakeholder involvement, power-sharing and environmental orientation. The relevance of those five practices is validated to explain SME restaurants’ financial performance and innovation performance. Practical implications Innovation is the key to advancing business sustainability and resilience, and the results identify the specific RL practices that enable improvements to be made in innovation performance among SME restaurants. Originality/value This paper identifies the RL practices that are particularly relevant to the tourism field (specifically, the restaurant industry), offers measurement scales for those practices and provides empirical evidence of the relationship between these RL practices and business performance in SME restaurants.

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