Naïve Hope or Common Occurrence? Caring Leadership and Its Impact on Employee Performance and Wellbeing in Hospitality and Tourism
Date
Authors
Smollan, Roy K
Mooney, Shelagh K
Supervisor
Item type
Journal Article
Degree name
Journal Title
Journal ISSN
Volume Title
Publisher
Informa UK Limited
Abstract
When caring leadership becomes a norm, and therefore part of organizational culture, it improves employee wellbeing and performance. The interviews conducted for this study reveal how demonstrations of care from the organization as a whole, and from individual leaders, had a beneficial impact on employees in hospitality and tourism. The study also underscores the potential downside of caring leadership in terms of leader burnout and diminished follower self-efficacy. This double-edged sword has implications for Human Resource Management practice, regarding what organizations can do to develop caring leadership as a key element of the culture, but also to train and support leaders in appropriately caring for others.Description
Keywords
1503 Business and Management, 1504 Commercial Services, 1506 Tourism, 3505 Human resources and industrial relations, 3507 Strategy, management and organisational behaviour, 3508 Tourism, Caring leadership, organizational culture, performance, qualitative, wellbeing
Source
Journal of Human Resources in Hospitality & Tourism, ISSN: 1533-2845 (Print); 1533-2853 (Online), Informa UK Limited, 1-25. doi: 10.1080/15332845.2025.2588522
Publisher's version
Rights statement
This is the Author's Accepted Manuscript of an article published in the Journal of Human Resources in Hospitality & Tourism, © Taylor & Francis, 2025.