Customer sweethearting is a common illicit behavior of frontline employees in service firms. This paper aims to examine the impact of supportive–disloyal leadership behavior on customer sweethearting at different levels of leader–member exchange (LMX) quality.
Drawing on imitation theory and need-to-belong theory, the paper builds a conceptual model and empirically tests it using data from a survey-based study and a complementary experiment.
The authors find that employees’ customer sweethearting is affected by their supervisors’ supportive–disloyal behavior (employee sweethearting) through two divergent paths: employees imitate the sweethearting behavior of their supervisors; and employee sweethearting triggers employees’ feelings of belongingness to their organization, which reduces their customer sweethearting behavior.
The findings suggest that service firms can mitigate customer sweethearting by raising awareness that supervisors act as negative role models to subordinates and fostering high-quality LMX relationships, which give employees a sense of belonging to the supervisor and the organization.
By taking supervisors’ supportive–disloyal leadership behavior as an ambivalent driver of customer sweethearting into account, this paper provides further insight into the occurrence of customer sweethearting, particularly its underlying contrasting psychological mechanisms.
