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Investigating Inclusive Leadership and Pro-Social Rule Breaking in Hospitality Industry: Important Role of Psychological Safety and Leadership Identification

Author

Listed:
  • Sajid Rahman Khattak

    (Institute of Business and Management Sciences, The University of Agriculture, Peshawar 25130, Pakistan)

  • Muhammad Zada

    (Business School, Henan University, Kaifeng 475000, China)

  • Muhammad Nouman

    (Institute of Business and Management Sciences, The University of Agriculture, Peshawar 25130, Pakistan)

  • Shams Ur Rahman

    (Institute of Business and Management Sciences, The University of Agriculture, Peshawar 25130, Pakistan)

  • Muhammad Fayaz

    (Institute of Business and Management Sciences, The University of Agriculture, Peshawar 25130, Pakistan)

  • Rezwan Ullah

    (School of Management and Economics, Beijing Institute of Technology, Beijing 100081, China)

  • Guido Salazar-Sepúlveda

    (Departamento de Ingeniería Industrial, Facultad de Ingeniería, Universidad Católica de la Santísima Concepción, Concepción 4090541, Chile)

  • Alejandro Vega-Muñoz

    (Public Policy Observatory, Universidad Autónoma de Chile, Santiago 7500912, Chile)

  • Nicolás Contreras-Barraza

    (Facultad de Economía y Negocios, Universidad Andres Bello, Viña del Mar 2531015, Chile)

Abstract

This study aims to empirically examine the mediating effects of psychological safety and leadership identification on the relationship between inclusive leadership and pro-social rule breaking among hospitality employees. This study analyzes the survey data collected in three waves from 589 employees working in different hotels and restaurants operating in the Northern areas of Khyber Pakhtunkhwa, Pakistan. The scale validity, composite reliability, and hypotheses were assessed through PLS-SEM. The study found that inclusive leadership significantly impacts employees’ pro-social rule-breaking. The study also found that leadership identification and psychological safety partially mediate the relationship between inclusive leadership and pro-social rule-breaking. Hospitality leaders can practice inclusive leadership characteristics because it may significantly enhance employee engagement in pro-social rule-breaking. Through their inclusive features, hospitality leaders can improve employees’ psychological safety and leadership identification, enhancing frontline employees’ pro-social rule-breaking.

Suggested Citation

  • Sajid Rahman Khattak & Muhammad Zada & Muhammad Nouman & Shams Ur Rahman & Muhammad Fayaz & Rezwan Ullah & Guido Salazar-Sepúlveda & Alejandro Vega-Muñoz & Nicolás Contreras-Barraza, 2022. "Investigating Inclusive Leadership and Pro-Social Rule Breaking in Hospitality Industry: Important Role of Psychological Safety and Leadership Identification," IJERPH, MDPI, vol. 19(14), pages 1-14, July.
    • Handle: RePEc:gam:jijerp:v:19:y:2022:i:14:p:8291-:d:857479
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    References listed on IDEAS

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    2. Yanyan Lv & Xiaoguang Liu & Guomin Li & Yongrok Choi, 2020. "Managerial Pro-Social Rule Breaking in the Chinese Organizational Context: Conceptualization, Scale Development, and Double-Edged Sword Effect on Employees’ Sustainable Organizational Identification," Sustainability, MDPI, vol. 12(17), pages 1-23, August.
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    4. Jinqiang Zhu & Shiyong Xu & Kan Ouyang & David Herst & Elaine Farndale, 2018. "Ethical leadership and employee pro-social rule-breaking behavior in China," Asian Business & Management, Palgrave Macmillan, vol. 17(1), pages 59-81, February.
    5. Fabiola H. Gerpott & Niels Van Quaquebeke & Sofia Schlamp & Sven C. Voelpel, 2019. "An Identity Perspective on Ethical Leadership to Explain Organizational Citizenship Behavior: The Interplay of Follower Moral Identity and Leader Group Prototypicality," Journal of Business Ethics, Springer, vol. 156(4), pages 1063-1078, June.
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    Cited by:

    1. Asier Baquero, 2022. "Job Insecurity and Intention to Quit: The Role of Psychological Distress and Resistance to Change in the UAE Hotel Industry," IJERPH, MDPI, vol. 19(20), pages 1-20, October.

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