Effects of empowering leadership under boundary conditions in the hospitality industry

• Published in: International journal of hospitality management 2022-08, Vol.105, p.103269, Article 103269
• Main Authors: Rescalvo-Martin, Elisa, Castillo, Ana, Moreno-Marcial, Adriana P., Albacete-Saez, Carlos A., Llorens-Montes, F. Javier
• Format: Article
• Language: English
• Subjects: Boundary conditions; Empowering leadership; Engagement; Extra-role service; Independent self-construal; Interdependent self-construal
• ISSN: 0278-4319; 1873-4693
• DOI: 10.1016/j.ijhm.2022.103269

This study tests the positive effects of empowering leadership (ELSH) under boundary conditions in the hospitality industry. We propose the existence of an interactive process through which ELSH behaviors interact with employees’ personality type to condition their engagement, which in turn influences their extra-role service behavior. We use data from 294 employees and structural equation modeling. The results show that the interaction of ELSH with employees’ independent and interdependent personality is negatively related to their engagement. This decrease in engagement is then reflected in decreased extra-role service behaviors due to the positive relationship between engagement and extra-role service. These findings suggest that self-construal is a significant boundary condition capable of changing the positive relationship between ELSH and engagement to a negative one. Not considering this relationship when establishing a leadership strategy such as ELSH in the hospitality context could render efforts to achieve the goal of high-quality service ineffective. •This research contributes to a clearer understanding of the effects of empowering leadership on hotel employees under boundary conditions.•Employee self-construal is a significant boundary condition capable of changing the positive empowering leadership → engagement relationship into a negative one.•In hotel work, the interactive process between leadership style and the employee’s personality can explain when and why employees disengage from extra-role service.•Hospitality managers must consider employees’ personality profile before establishing empowering leadership as the means to promote increased engagement and extra-role service behavior in hotels.