Resilience is crucial in helping employees face and surmount challenging disruptions in crisis times such as storm crisis. Nonetheless, how well-being-oriented crisis leadership shapes resilience among hospitality employees in such hard times is not fully decoded. Informed by the conservation of resources theory, this inquiry aims to decipher how (cognitive reappraisal and expressive suppression as mediating mechanisms) and under what conditions (social network support as a moderating mechanism) well-being-oriented crisis leadership activates hospitality employees' resilience.
Participants were employees working in hotels operating in a city in the face of recurring storms in Vietnam. This study adopted a purposive sampling approach, through which a survey link was sent to the employees in such a context, and 371 responses were collected. The dataset was analyzed through structural equation modeling.
Cognitive reappraisal and expressive suppression serve as a dual mediating pathway between well-being-oriented crisis leadership and resilience. Perceived quality of social network support strengthened the effects of well-being-oriented crisis leadership on both emotion regulation strategies.
The findings extend the employee resilience literature by validating novel mechanisms underlying well-being-oriented crisis leadership and employee resilience, as well as offer hospitality practitioners strategic guidelines in boosting employee resilience to cope with crisis times.
