Please use this identifier to cite or link to this item:
http://hdl.handle.net/10397/107410
DC Field | Value | Language |
---|---|---|
dc.contributor | School of Hotel and Tourism Management | - |
dc.creator | Wang, X | - |
dc.creator | Wen, X | - |
dc.creator | Liu, Z | - |
dc.creator | Gao, YL | - |
dc.creator | Madera, JM | - |
dc.date.accessioned | 2024-06-19T06:11:33Z | - |
dc.date.available | 2024-06-19T06:11:33Z | - |
dc.identifier.issn | 1938-9655 | - |
dc.identifier.uri | http://hdl.handle.net/10397/107410 | - |
dc.language.iso | en | en_US |
dc.publisher | Sage Publications, Inc. | en_US |
dc.rights | This is the accepted version of the publication Wang, X., Wen, X., Liu, Z., Gao, Y. L., & Madera, J. M. (2024). When Leaders Self-Sacrifice in Times of Crisis: The Roles of Employee Emotional Suppression and Leader Coping Strategies. Cornell Hospitality Quarterly, 0(0). Copyright © 2024 The Author(s). DOI: 10.1177/19389655231223370. | en_US |
dc.subject | Conservation of resources theory | en_US |
dc.subject | Emotional suppression | en_US |
dc.subject | Leader effectiveness | en_US |
dc.subject | Self-sacrificial leadershipcoping | en_US |
dc.title | When leaders self-sacrifice in times of crisis : the roles of employee emotional suppression and leader coping strategies | en_US |
dc.type | Journal/Magazine Article | en_US |
dc.identifier.doi | 10.1177/19389655231223370 | - |
dcterms.abstract | While literature articulates the relevance of self-sacrificial leadership to crisis situations, little attention has been paid to employees’ attitudinal and behavioral responses to self-sacrificial leadership. This is a particularly salient gap in the scholarship, given the decisions leaders must make to address challenges in the hospitality industry (e.g., the COVID-19 pandemic). Drawing on conservation of resources theory, this pair of field and experimental studies examines how individual differences in employee emotional suppression and leader coping strategy moderate the impacts of self-sacrificial leadership on employee perceptions of leader effectiveness. By sampling U.S. hospitality employees, the studies reveal that leaders who display self-sacrificial behaviors received more favorable ratings on leader effectiveness than others, an effect that is contingent on followers’ emotional suppression and leaders’ coping strategies. The perception of increased leader effectiveness in turn weakened employees’ intentions to engage in negative word-of-mouth toward their organizations. | - |
dcterms.accessRights | open access | en_US |
dcterms.bibliographicCitation | Cornell hospitality quarterly, First published online February 7, 2024, OnlineFirst, https://doi.org/10.1177/19389655231223370 | - |
dcterms.isPartOf | Cornell hospitality quarterly | - |
dcterms.issued | 2024 | - |
dc.identifier.eissn | 1938-9663 | - |
dc.description.validate | 202406 bcch | - |
dc.description.oa | Accepted Manuscript | en_US |
dc.identifier.FolderNumber | a2843 | en_US |
dc.identifier.SubFormID | 48559 | en_US |
dc.description.fundingSource | Self-funded | en_US |
dc.description.pubStatus | Early release | en_US |
dc.description.oaCategory | Green (AAM) | en_US |
Appears in Collections: | Journal/Magazine Article |
Files in This Item:
File | Description | Size | Format | |
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Wang_When_Leaders_Self-sacrifice.pdf | Pre-Published version | 1.11 MB | Adobe PDF | View/Open |
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