Test of a serial mediation model of Machiavellian leadership among hospitality and tourism employees

Karatepe, Osman M.; Okumuş, Fevzi; Nosrati, Saeid; Gurcham, Ksenia

doi:10.1016/j.ijhm.2023.103462

Cited by 10 publications

(10 citation statements)

References 66 publications

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“…When subordinates experience and recognize their leaders' intimidating behavior, this may drain their cognitive resources, increasing their level of psychological distress (Mawritz et al, 2014;Hobfoll et al, 2018). Eventually, exploitative leadership aggravates organizational members' emotional complexity, which may result in greater psychological distress (Fatima and Majeed, 2023;Karatepe et al, 2023). In summary, exploitative leadership exploits subordinates, causing them to experience workplace stress and jeopardizing their psychological well-being.…”

Section: The Mediating Role Of Psychological Distressmentioning

confidence: 99%

“…Therefore, what is meaningful to this research is that it revealed the mediating effect of psychological distress on the relationship between exploitative leadership and knowledge hiding. Specifically, exploitative leadership aggravates individuals' emotional complexity, resulting in high levels of psychological distress (Fatima and Majeed, 2023;Karatepe et al, 2023). The main reason for this is that if individuals recognize and experience a leader's intimidating behavior, it will drain their cognitive resources, causing a high level of psychological distress via loss of resources (Mawritz et al, 2014;Hobfoll et al, 2018;Fatima and Majeed, 2023).…”

Section: Figurementioning

confidence: 99%

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Expanding the dimensions of knowledge hiding: testing a moderated mediation model and analyzing the mediating role of psychological distress using PLS-SEM

Jin,

Qing

2023

Front. Psychol.

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This study sheds light on the literature on knowledge-hiding behavior in organizations and highlights a better and deeper understanding of the reasons for giving rise to knowledge hiding. In recent decades, knowledge hiding has been subjected to numerous studies in systematic literature reviews and organizational management regarding its impact on outcomes such as individual and organizational performance; however, the mechanism by which knowledge hiding is influenced by antecedents and the process of leading knowledge hiding has not been actively verified. In addition, most previous studies have classified knowledge hiding into one-factor or three-factor dimensions: evasive hiding, playing dumb, and rationalized hiding. To address these issues and limitations, we aimed to conduct empirical research, which have focused on four new dimensions (playing dumb, evasive hiding, rationalized hiding, and procrastination) of knowledge-hiding behavior. Unlike previous research, we provide a research framework for the process of hiding knowledge and verify the significance of the research model, drawing on the social exchange theory and conservation of resources theory to explore and verify the process of hiding knowledge. Specifically, we argue that knowledge hiding is caused by exploitative leadership, and psychological distress as mediators in the relationship between these two variables. Moreover, the moderating and mediating effects of leader incivility were verified. To empirically test the research model, a survey was conducted with 287 employees from small- and medium-sized enterprises in China. Partial least squares structural equation modeling (PLS-SEM), SPSS PROCESS, and AMOS software were used for statistical analyzes. The findings provide evidence that exploitative leadership positively influences both psychological distress and the four dimensions of knowledge hiding. In addition, the mediating effect of psychological distress and the moderating effect of leader incivility were verified and shown to be statistically significant. Based on these findings, the theoretical and practical implications, limitations, and directions for future research are discussed. Overall, the most important contribution is expanding the research field, as this is the first empirical study on the four dimensions of knowledge hiding.

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Section: The Mediating Role Of Psychological Distressmentioning

confidence: 99%

Section: Figurementioning

confidence: 99%

Expanding the dimensions of knowledge hiding: testing a moderated mediation model and analyzing the mediating role of psychological distress using PLS-SEM

Jin,

Qing

2023

Front. Psychol.

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“…In service-based organizations, particularly in the hospitality industry, the mutual and favorable relationship between leaders/supervisors and employees can significantly generate positive outcomes (Schwepker Jr & Dimitriou, 2021). Meanwhile, many scholars posit that unethical leadership (UL) erodes valuable resources and gives rise to negative outcomes due to its inappropriate, abusive, dark, and unfavorable nature (Hassan et al, 2022;Karatepe et al, 2023;Qin et al, 2021). UL is defined as "behaviors conducted and decisions made by organizational leaders that are illegal or violate moral standards and those that impose processes and structures that promote unethical conduct by followers" (Brown & Mitchell, 2010, p. 588).…”

Section: Introductionmentioning

confidence: 99%

Investigating a sequential mediation effect between unethical leadership and unethical pro-family behavior: testing moral awareness as a moderator

Nosrati,

Talebzadeh,

Ozturen

et al. 2023

Journal of Hospitality Marketing & Management

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This study aims to investigate the effect of unethical leadership on unethical pro-family behavior through the sequential mediating effect of emotional exhaustion and unethical pro-organizational behavior and the moderating role of moral awareness among hospitality industry employees.Data were collected from frontline employees of 5-star hotels in Iran's leading tourist destination cities. Testing hypotheses were conducted using models 6 and 8 of PROCESS Macro SPSS. The results indicated that unethical leadership contributed to unethical pro-family behavior through direct and sequential mediating effects of emotional exhaustion and unethical pro-organizational behavior. Empirical evidence also confirmed that moral awareness moderated the relationship between unethical leadership and unethical pro-organizational behavior. In contrast, its moderating effect on the relationship between unethical leadership and unethical pro-family behavior was insignificant. This study offers new insights into our understanding of unethical leadership and its consequences in the hospitality industry.

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“…Teniendo en cuenta su naturaleza, ambos estilos de liderazgo generan importantes efectos negativos para las organizaciones y sus miembros, demostrándose en diferentes estudios su incidencia negativa sobre variables como el rendimiento laboral de los seguidores, su bienestar psicológico, la satisfacción laboral o el compromiso organizacional. Estos estilos también han demostrado mermar la capacidad de expresión del trabajador, reducir la innovación y los comportamientos de ayuda y desencadenar la aparición de conductas adversas en el trabajo como, por ejemplo, la intención de renuncia(Karatepe et al, 2023;Albashiti et al, 2021; Mackey el al., 2021;Zhao y Guo, 2019). Por ejemplo, en el contexto del sector turístico,Albashiti el al.…”

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“…A su vez,Dai et al (2019) estudian cómo el estilo de supervisión abusiva merma la resiliencia de los empleados de las agencias de viaje aumentando su intención de renunciar, mostrando como la conducta abusiva de los líderes puede mediar en la aparición de comportamientos de abandono del trabajo como la intención de dejar la empresa de los empleados turísticos. Cabe señalar que estas conductas por parte de los superiores, en última instancia, tienen una repercusión en el rendimiento y la eficiencia empresarial(Karatepe et al, 2023;Albashiti et al, 2021;Dumazert y Plane, 2012) y generan importantes costes económicos para las empresas(Camacho Ramírez, 2018;Peters y Maniam, 2016).…”

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Dark leadership: una aproximación al estudio de liderazgos tóxicos y su impacto en la industria hotelera.

Contreras Gordo,

Huertas-Valdivia

2024

Rev Oc Tur

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El liderazgo puede constituir un factor diferencial clave para lograr el éxito empresarial. Por ello, su estudio ha cobrado una creciente importancia con la intención de discernir aquellos estilos de liderazgo que generan mayores efectos positivos en los entornos organizativos. Sin embargo, no todos los jefes adoptan liderazgos positivos, demostrando distintos estudios que en determinados sectores —como la industria hotelera— es frecuente encontrar los denominados “liderazgos destructivos”, los cuales pueden generar importantes efectos negativos para las organizaciones y sus miembros. El presente trabajo pretende revisar determinados estilos negativos de liderazgo, analizando algunos de sus efectos en trabajadores de hotel. En concreto, se presenta un estudio en el que se analizan los efectos de dos liderazgos destructivos (la supervisión abusiva y el liderazgo despótico) en la intención de permanecer en la empresa en una muestra de empleados de hoteles certificados con la Q de Calidad del Instituto de Calidad Turística Española (ICTE). Este estudio pretende ofrecer una explicación a las altas tasas de absentismo y rotación habituales en el sector, que han derivado en un problema actual para las empresas hoteleras, las cuales enfrentan dificultades para captar y retener el talento. Los resultados de este estudio demuestran el impacto negativo de los liderazgos destructivos en la intención de continuar en el trabajo del empleado hotelero.

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Test of a serial mediation model of Machiavellian leadership among hospitality and tourism employees

Cited by 10 publications

References 66 publications

Expanding the dimensions of knowledge hiding: testing a moderated mediation model and analyzing the mediating role of psychological distress using PLS-SEM

Expanding the dimensions of knowledge hiding: testing a moderated mediation model and analyzing the mediating role of psychological distress using PLS-SEM

Investigating a sequential mediation effect between unethical leadership and unethical pro-family behavior: testing moral awareness as a moderator

Dark leadership: una aproximación al estudio de liderazgos tóxicos y su impacto en la industria hotelera.

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