اعتماد به رهبران، رفتار شهروندی سازمانی و کیفیت خدمات در صنعت میهمان نوازی چین
Abstract
1- Introduction
2- Purpose
3- Literature review and hypotheses
4- Methodology
5- Stage 1
6- Stage 2
7- Discussion
8- Theoretical implications
9- Practical implications
10- Limitations and future studies
References
Abstract
The purposes of these studies are twofold. One was to confirm the Authentic Leadership Questionnaire originally developed and validated by Walumbwa, Avolio, Gardner, Wernsing, and Peterson (2008) in the Chinese hospitality industry. The second purpose was to test whether authentic leadership influences employee's trust in leaders, customer-oriented organizational citizenship behavior (OCB), and service quality in the Chinese hospitality context and to examine the mediating role of trust in leaders. Data were collected in two stages from five-star hotels in all parts of China. It was discovered that authentic leadership is confirmed to be a higher-order factor construct with 4 first-order factors and 16 items in China. The relationship between authentic leadership and customer-oriented OCB was partially mediated by trust in leaders. Implications and limitation were also addressed in the conclusion.
Introduction
In response to the pervasive corporate and government malfeasance early in the twenty-first century, a large number of leadership scholars and practitioners have called for a new type of genuine and value-based leadership to restore hope, confidence, integrity, and honor in business and institution paradigms (Gardner, Cogliser, Davis, & Dickens, 2011). Considering the ethical misconduct and resultant business failures across industries worldwide, Copeland (2016) claims authentic leadership is urgently needed in the twenty-first century. This increasing demand for a leadership paradigm shift was paralleled by a strong interest among scholars who sought to define, construct, and refine authentic leadership theory. Walumbwa, Avolio, Gardner, Wernsing, and Peterson (2008) explicitly conceptualized authentic leadership as a high-order construct and defined it as “a pattern of leader behavior that draws upon and promotes both positive psychological capacities and a positive ethical climate” (p. 94). They also proposed a higher order Authentic Leadership Model. According to Walumbwa et al. (2008), authentic leadership is essentially displayed through self-awareness, balanced processing, internalized moral perspective, and rational transparency. Self-awareness refers to knowing one's own strengths and weaknesses and the social impact on other people (Kernis, 2003). Balanced processing refers to leaders challenging their deeply held positions and objectively evaluating all relevant information when making a decision (Walumbwa et al., 2008). Internalized moral perspective refers to self-regulation based on internal moral standards and values, as opposed to behavior guided by external pressures (Walumbwa, Luthans, & Oke, 2011). Relational transparency refers to leader behaviors that openly show one's authentic self, true thoughts, and feelings to followers to promote mutual trust (Wei, Li, Zhang, & Liu, 2018). Yammarino, Dionne, Schriesheim, and Dansereau (2008) added to the discussion and called for better understanding of the nomological network of authentic leadership and the underlying mechanism by which authentic leadership affects effective organization outcomes. Subsequently, there have been theoretical advances in the authentic leadership field. A large number of studies have been conducted, mostly in the Western context, examining the effects of authentic leadership on several proximal and distal constructs, such as organizational commitment (Gatling, Kang, & Kim, 2016; Walumbwa et al., 2008), turnover intention (Azanza, Moriano, Molero, & Mangin, 2015; Gatling et al., 2016), employee satisfaction (Giallonardo, Wong, & Iwasiw, 2010), organizational citizenship behavior (OCB) (Walumbwa et al., 2008; Walumbwa, Wang, Schaubroeck, & Avolio, 2010), trust in leaders (Clapp-Smith, Vogelgesang, & Avey. 2009; Wong & Cummings, 2009; Wong, Spence Laschinger, & Cummings, 2010), and organizational performance (Clapp-Smith, Vogelgesang, & Avey. 2009; Walumbwa et al., 2008; Wong & Cummings, 2009).