Authoritarian Versus Benevolent Leadership Styles: A Moderated Mediation Model of Paternalistic Leadership, Engagement, Job Status and Hospitality Employee Service Performance
Date
Authors
Thawornlamlert, Pattamol Kanjanakan
Wang, Pola Q
Zhu, Dan
Kim, Peter B
Supervisor
Item type
Journal Article
Degree name
Journal Title
Journal ISSN
Volume Title
Publisher
Elsevier BV
Abstract
This study examined whether work engagement mediated the impact of paternalistic leadership styles on the service performance of hospitality employees and further investigated if job status (full-time vs. part-time) moderated the impact of paternalistic leadership styles, based on the affective event and partial inclusion theories. Through an analysis of matching data from 286 restaurant employees and their 2129 customers in Thailand, the study found that work engagement mediated the effect of authoritarian leadership, a dimension of paternalistic leadership (father-like) on service interaction quality rated by customers, and that the mediation effect was stronger for full-time employees than for their part-time counterparts. However, the effect of benevolent leadership, the other dimension of paternalistic leadership (mother-like) was neither mediated by work engagement, nor moderated by job status. Theoretical and managerial implications of the findings are discussed for hospitality researchers and practitioners.Description
Keywords
1504 Commercial Services, 1505 Marketing, 1506 Tourism, Sport, Leisure & Tourism, 3504 Commercial services, 3508 Tourism
Source
International Journal of Hospitality Management, ISSN: 0278-4319 (Print), Elsevier BV, 132, 104365-104365. doi: 10.1016/j.ijhm.2025.104365
Publisher's version
Rights statement
© 2025 The Author(s). Published by Elsevier Ltd. This is an open access article under the CC BY license (http://creativecommons.org/licenses/by/4.0/).