The effect of resilient leadership on employee resilience during a crisis in tourism & hospitality firms: A self-determination perspective

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)

Comments

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

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

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