This study aims to examine the effects and relative importance of four categories of leadership on service performance in the hotel and tourism industry, and test whether the impact of leadership on service performance varies across different national cultures.
Drawing upon social exchange theory and conservation of resources (COR) theory, this study used a meta-analytic approach, incorporating 148 studies and yielding 189 effect sizes (n = 77,447). Relative weight analysis was used to examine which category of leadership is more effective in promoting employees’ service performance, while subgroup analysis tested the moderating role of national contexts.
The findings reveal that change-, relational- and task-oriented leadership positively influences customer-oriented task and organizational citizenship behavior while reducing counterproductive behavior (CWB). In contrast, destructive leadership exhibits opposite effects. Furthermore, the impact of leadership categories varies, with change-oriented leadership showing the strongest influence on customer-oriented task performance, followed by relational-oriented leadership. Finally, change-oriented leadership is more effective in enhancing customer-oriented task performance and mitigating CWB among Western employees compared to Eastern employees.
This study provides insights into the selection and development of leadership in the hotel and tourism industry to enhance employee service performance more effectively, thereby improving customer satisfaction and organizational competitiveness.
To the best of the authors’ knowledge, this study is the first to undertake a systematic meta-analysis of the relationships between various leadership categories and different types of service performance in the hotel and tourism industry. It systematically addresses the critical question of which leadership category is most effective in enhancing employee service performance.
