Servant leadership and HPWS for work-life balance and job satisfaction in the hotel industry: perspectives from conservation of resources theory

Abstract

PurposeBased on conservation of resources (COR) theory, this study analyses how servant leadership and high-performance work systems (HPWS) provide employees with valuable resources that help them cope with work demands and preserve or increase personal and job resources, which in turn enhances their work-life balance (WLB) and job satisfaction.Design/methodology/approachA sample of 253 hotel workers from Gran Canaria was surveyed. The study used partial least squares structural equation modelling (PLS-SEM) to test the hypotheses.FindingsBoth servant leadership and HPWS positively affect employees’ job satisfaction. Additionally, WLB plays a mediating role in explaining how servant leadership and HPWS can increase employees’ job satisfaction.Practical implicationsOur findings offer practical guidance for hotel managers on implementing strategies that foster employee well-being and enhance performance through a combination of servant leadership and HPWS.Originality/valueThis study is among the first to investigate the mediating role of WLB between servant leadership, HPWS and job satisfaction in the hospitality sector. By applying COR theory, it offers new insights into the interaction between personal and job-related resources and their impact on employee outcomes.