TY - JOUR
T1 - The impact of CEO servant leadership on firm performance in the hospitality industry
AU - Huang, Jun
AU - Li, Weiwen
AU - Qiu, Canhua
AU - Yim, Frederick Hong kit
AU - Wan, Junbao
N1 - This work is supported by several grants: Research on Evaluation and Internal Advancing Mechanism of Food Enterprises’ Corporate Social Responsibilities (12XGL007), Research on the New Urbanization Development Strategy in Promoting Sustainable Domestic Demand (23620140023), Research on the Route Design and Strategy Choice of New Urbanization Inclusive Development in China (12&ZD100), the National Natural Science Foundation of China (No. 71202095), the Guangdong Natural Science Foundation (No. S2012040007820), the Fundamental Research Funds for the Central Universities (No. 13wkpy13) and the National Social Science Program (13BGL072).
PY - 2016
Y1 - 2016
N2 - PurposeThe purpose of this paper is to draw on the theory of servant leadership to examine the influence of chief executive officer (CEO) servant leadership on firm performance in the hospitality industry. It examined the mediating role of the service climate and the moderating role of competitive intensity in the relationship between CEO servant leadership and firm performance. Design/methodology/approachMultiple regression was used to analyze multi-wave, multi-source data from 92 hotels in China. A moderated path analysis was used to test the moderating effects. FindingsCEO servant leadership positively influenced firm performance via the service climate in the hospitality industry. Competitive intensity strengthened the direct effect of the service climate on firm performance, and the indirect effect of CEO servant leadership on firm performance via service climate. Research limitations/implicationsThe findings offer managerial insights into CEO succession, service management and human resource management. Originality/valueThis is one of the first studies to investigate how and when CEO servant leadership might shape firm outcomes in the hospitality industry. Theoretically, the findings enrich our understanding of how CEO leadership might shape firm-level outcomes.
AB - PurposeThe purpose of this paper is to draw on the theory of servant leadership to examine the influence of chief executive officer (CEO) servant leadership on firm performance in the hospitality industry. It examined the mediating role of the service climate and the moderating role of competitive intensity in the relationship between CEO servant leadership and firm performance. Design/methodology/approachMultiple regression was used to analyze multi-wave, multi-source data from 92 hotels in China. A moderated path analysis was used to test the moderating effects. FindingsCEO servant leadership positively influenced firm performance via the service climate in the hospitality industry. Competitive intensity strengthened the direct effect of the service climate on firm performance, and the indirect effect of CEO servant leadership on firm performance via service climate. Research limitations/implicationsThe findings offer managerial insights into CEO succession, service management and human resource management. Originality/valueThis is one of the first studies to investigate how and when CEO servant leadership might shape firm outcomes in the hospitality industry. Theoretically, the findings enrich our understanding of how CEO leadership might shape firm-level outcomes.
KW - CEO servant leadership
KW - Competitive intensity
KW - Firm performance
KW - Service climate
UR - http://www.scopus.com/inward/record.url?scp=84976583295&partnerID=8YFLogxK
U2 - 10.1108/IJCHM-08-2014-0388
DO - 10.1108/IJCHM-08-2014-0388
M3 - Journal article
AN - SCOPUS:84976583295
SN - 0959-6119
VL - 28
SP - 945
EP - 968
JO - International Journal of Contemporary Hospitality Management
JF - International Journal of Contemporary Hospitality Management
IS - 5
ER -