تاثیر رهبری اخلاقی در رفتار شهروندی مشتری مدار
Abstract
1- Introduction
2- Theory and hypotheses development
3- Psychological detachment as a moderator
4- Method
5- Results
6- Discussion
7- Conclusion
References
Abstract
Grounded in social exchange theory, we investigated why and when ethical leadership may relate to hospitality employees’ customer-oriented citizenship behavior (CCB) by exploring the mediating and moderating roles of felt obligation and psychological detachment from an organization respectively. Using a two-wave sample of 152 employees and their 152 coworkers from 10 hotels in Africa, we found that ethical leadership positively relates to CCB via increased felt obligation. In addition, our results revealed that psychological detachment moderated the ethical leadership and CCB relationship, such that this relationship was stronger when psychological detachment was low (versus high), as mediated by felt obligation.
Introduction
In recent times, there has been an increasing emphasis on the importance of effective leadership in the hospitality industry due to its rapidly changing and highly competitive environment (Kim and Brymer, 2011). Of the various approaches to leadership, ethical leadership in particular, has been shown to be highly relevant because of the numerous ethical challenges (e.g., the need to strike a balance between doing well in terms of financial performance and doing good) faced in the hospitality industry (Kincaid et al., 2008). In this regard, ethical leaders provide rich benefits in that such leaders make fair and balanced decisions and treat people around them in an ethical manner (cf. Brown et al., 2005). In the general management literature, research indicates that when leaders demonstrate ethical leadership behaviors, employees experience increased job satisfaction (Neubert et al., 2009), display extra effort towards the organization (Babalola et al., 2017a; Mayer et al., 2009; Ogunfowora, 2014), and perform their job better (Piccolo et al., 2010). A meta-analytical review of these findings shows that, above and beyond related leadership approaches, ethical leadership is strongly linked with employee outcomes (see Ng and Feldman, 2015, for a review), providing strong empirical evidence for its relevance as a viable a form of leadership