The impact of exploitative leadership on frontline hospitality employees’ service performance: A social exchange perspective

• Published in: International journal of hospitality management 2021-07, Vol.96, p.102954, Article 102954
• Main Authors: Wu, Long-Zeng, Sun, Zhuanzhuan, Ye, Yijiao, Kwan, Ho Kwong, Yang, Mengqi
• Format: Article
• Language: English
• Subjects: Exploitative leadership; Leader−member exchange; Service performance; Traditionality
• ISSN: 0278-4319; 1873-4693
• DOI: 10.1016/j.ijhm.2021.102954

Based on social exchange theory, we investigate the impact of perceived exploitative leadership on frontline hospitality employees’ service performance. A three-phase analysis of 207 supervisor–subordinate dyads from three hotels in China demonstrates that exploitative leadership has a negative effect on frontline hospitality employees’ service performance. Furthermore, leader−member exchange (LMX) plays a mediating role in the relationship between exploitative leadership and employee service performance. Moderated path analyses indicate that traditionality weakens the direct influence of exploitative leadership on LMX and an indirect influence of exploitative leadership on employee service performance through reduced LMX. We also discuss the theoretical and practical implications of these findings. •Exploitative leadership negatively affects frontline hospitality employees’ service performance.•LMX mediates the relationship between exploitative leadership and service performance.•Traditionality weakens the impact of exploitative leadership on service performance.•Traditionality weakens the indirect impact of exploitative leadership on service performance via LMX.