Naïve Hope or Common Occurrence? Caring Leadership and Its Impact on Employee Performance and Wellbeing in Hospitality and Tourism

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.