Drawing upon conservation of resources (COR) theory and social exchange theory (SET), this study aims to empirically test a conceptual model in which social loafing (SLof) acts as a mediator in the relationship between fear of COVID-19 (FoC-19) and organizational deviant behaviors (OD). Additionally, the model proposed the moderating effect of servant leadership (SL) in the relation between FoC-19 and SLof.
The relationships were examined using structural equation modeling with LISREL (linear structural relations) 8.30 using data from front-line restaurant employees and their supervisors in India using a time-lag design.
Results suggest that SLof mediates the effects of FoC-19 on OD. Additionally, the results confirm that SL moderates the relation between FoC-19 and SLof.
It would be beneficial to increase the knowledge concerning the other potential outcomes of SLof. Moreover, it would be helpful to examine other probable moderators like trust in supervisor and supervisor support to understand whether they can have an interfering role in mitigating and minimizing SLof among restaurant employees.
Based on the findings, restaurant managers should pay sufficient attention to and carefully choose the leadership approach they apply in their workplaces. Restaurant managers would try to establish a bond with their employees by showing them empathy and paying attention to their emotional needs. The authors also suggest leaders who are leading people through crises make their employees understand why their job is important, rejuvenate their sense of attachment to their groups and organizations, and set clear directions for their employees.
The current study adds to the existing literature by investigating the effects of FoC-19 on front-line employees using data collected in the Indian restaurant industry. This empirical study will enrich the authors’ knowledge and understanding of the effect of SL to reduce the positive impact of FoC-19 on SLof.
