{"title":"不同的授权有什么问题?差别化授权领导对员工主动服务的影响","authors":"Yanan Dong, X. Zhao, Yuan Yuan, Huijuan Dong, Jing Jiang","doi":"10.1177/10963480221074270","DOIUrl":null,"url":null,"abstract":"Differentiated empowering leadership is common in organizations; however, its effect on employee proactive customer service performance remains less understood. Drawing on social comparison theory, this study proposes a multilevel model for how and when differentiated empowering leadership affects employee proactive customer service performance. The study, based on a sample of 228 employees from 77 teams in China, shows a negative relationship between differentiated empowering leadership and employee proactive customer service performance through employee organization-based self-esteem. This indirect relationship is moderated by empowering leadership and employee prosocial motivation. Specifically, the influence of differentiated empowering leadership on employee organization-based self-esteem is more negative when employees receive low empowering leadership, and the relationship between employee organization-based self-esteem and proactive customer service performance is more positive for employees with high prosocial motivation. These findings extend previous knowledge on differentiated empowering leadership and provide practical insights for hotel managers.","PeriodicalId":51409,"journal":{"name":"Journal of Hospitality & Tourism Research","volume":null,"pages":null},"PeriodicalIF":4.4000,"publicationDate":"2022-02-04","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"","citationCount":"7","resultStr":"{\"title\":\"What’s wrong with different empowerment? The effect of differentiated empowering leadership on employee proactive service\",\"authors\":\"Yanan Dong, X. Zhao, Yuan Yuan, Huijuan Dong, Jing Jiang\",\"doi\":\"10.1177/10963480221074270\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Differentiated empowering leadership is common in organizations; however, its effect on employee proactive customer service performance remains less understood. Drawing on social comparison theory, this study proposes a multilevel model for how and when differentiated empowering leadership affects employee proactive customer service performance. The study, based on a sample of 228 employees from 77 teams in China, shows a negative relationship between differentiated empowering leadership and employee proactive customer service performance through employee organization-based self-esteem. This indirect relationship is moderated by empowering leadership and employee prosocial motivation. Specifically, the influence of differentiated empowering leadership on employee organization-based self-esteem is more negative when employees receive low empowering leadership, and the relationship between employee organization-based self-esteem and proactive customer service performance is more positive for employees with high prosocial motivation. These findings extend previous knowledge on differentiated empowering leadership and provide practical insights for hotel managers.\",\"PeriodicalId\":51409,\"journal\":{\"name\":\"Journal of Hospitality & Tourism Research\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":4.4000,\"publicationDate\":\"2022-02-04\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"\",\"citationCount\":\"7\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Journal of Hospitality & Tourism Research\",\"FirstCategoryId\":\"91\",\"ListUrlMain\":\"https://doi.org/10.1177/10963480221074270\",\"RegionNum\":3,\"RegionCategory\":\"管理学\",\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q1\",\"JCRName\":\"HOSPITALITY, LEISURE, SPORT & TOURISM\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Journal of Hospitality & Tourism Research","FirstCategoryId":"91","ListUrlMain":"https://doi.org/10.1177/10963480221074270","RegionNum":3,"RegionCategory":"管理学","ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q1","JCRName":"HOSPITALITY, LEISURE, SPORT & TOURISM","Score":null,"Total":0}
What’s wrong with different empowerment? The effect of differentiated empowering leadership on employee proactive service
Differentiated empowering leadership is common in organizations; however, its effect on employee proactive customer service performance remains less understood. Drawing on social comparison theory, this study proposes a multilevel model for how and when differentiated empowering leadership affects employee proactive customer service performance. The study, based on a sample of 228 employees from 77 teams in China, shows a negative relationship between differentiated empowering leadership and employee proactive customer service performance through employee organization-based self-esteem. This indirect relationship is moderated by empowering leadership and employee prosocial motivation. Specifically, the influence of differentiated empowering leadership on employee organization-based self-esteem is more negative when employees receive low empowering leadership, and the relationship between employee organization-based self-esteem and proactive customer service performance is more positive for employees with high prosocial motivation. These findings extend previous knowledge on differentiated empowering leadership and provide practical insights for hotel managers.
期刊介绍:
The Journal of Hospitality & Tourism Research (JHTR) is an international scholarly research journal that publishes high-quality, refereed articles that advance the knowledge base of the hospitality and tourism field. JHTR focuses on original research, both conceptual and empirical, that clearly contributes to the theoretical development of our field. The word contribution is key. Simple applications of theories from other disciplines to a hospitality or tourism context are not encouraged unless the authors clearly state why this context significantly advances theory or knowledge. JHTR encourages research based on a variety of methods, qualitative and quantitative.