Document Type
Journal Article
Publication Title
International Journal of Hospitality Management
Volume
122
Publisher
Elsevier
School
School of Business and Law
RAS ID
71616
Funders
Social Science Foundation of Fujian Province (FJ2023B044)
Abstract
This study explores how resilient leadership impacts employee resilience during crises, drawing from self-determination theory and substitute for leadership model. It establishes a conceptual model wherein resilient leadership influences employee resilience through mediators: felt responsibility, belief restoration, and calling, moderated by environmental dynamism. Surveying 67 tourism and hospitality firms yielded 2422 valid responses. Results indicate that resilient leadership positively affects employee resilience, mediated by felt responsibility, belief restoration, and calling. Environmental dynamism, a contextual factor, moderates resilient leadership effectiveness, showing an inverted U-shaped pattern—initially strengthening followed by weakening. This research reveals the psychological pathways connecting resilient leadership with employee resilience and elucidates environmental dynamism's role in substituting resilient leadership's impact, guiding development of resilience-focused leadership strategies for tourism and hospitality firms.
DOI
10.1016/j.ijhm.2024.103886
Creative Commons License
This work is licensed under a Creative Commons Attribution-Noncommercial-No Derivative Works 4.0 License.
Comments
This is an Authors Accepted Manuscript version of an article published by Elsevier in International Journal of Hospitality Management. The published version is available at: https://doi.org/10.1016/j.ijhm.2024.103886 Zhang, J., Xie, C., & Huang, S. S. (2024). The effect of resilient leadership on employee resilience during a crisis in tourism & hospitality firms: A self-determination perspective. International Journal of Hospitality Management, 122. https://doi.org/10.1016/j.ijhm.2024.103886