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How servant leadership creates and accumulates social capital personally owned in hotel firms

How servant leadership creates and accumulates social capital personally owned in hotel firms PurposeThis paper aims to test whether servant leaders lead followers to socially interact more frequently, closely and personally with peers, and if this social interaction links servant leaders with employees’ personal social capital, both in terms of bonding (networks linking employees of a similar kind) and bridging (networks linking agents of different kinds).Design/methodology/approachData were collected from 403 employees from 59 large Spanish hotels. Structural equation modeling was used to test the hypotheses.FindingsThe results reveal that servant leadership has a positive effect on bonding and bridging, which is mediated by employees’ social interactions with peers inside and outside their groups, respectively.Research limitations/implicationsThe findings suggest that hotel managers should adopt servant leadership to facilitate social interactions at work, thus allowing employees to individually gain personal assets that improve the hotel’s social capital resources.Originality/valueThis is the first study to analyze whether servant leadership shapes personal social capital in business settings. Moreover, it is the first to show the mechanisms (social interactions with peers inside and outside their groups) through which managerial servant leadership encourages this valuable personal asset in hotels. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png International Journal of Contemporary Hospitality Management Emerald Publishing

How servant leadership creates and accumulates social capital personally owned in hotel firms

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Publisher
Emerald Publishing
Copyright
Copyright © Emerald Group Publishing Limited
ISSN
0959-6119
DOI
10.1108/IJCHM-09-2018-0748
Publisher site
See Article on Publisher Site

Abstract

PurposeThis paper aims to test whether servant leaders lead followers to socially interact more frequently, closely and personally with peers, and if this social interaction links servant leaders with employees’ personal social capital, both in terms of bonding (networks linking employees of a similar kind) and bridging (networks linking agents of different kinds).Design/methodology/approachData were collected from 403 employees from 59 large Spanish hotels. Structural equation modeling was used to test the hypotheses.FindingsThe results reveal that servant leadership has a positive effect on bonding and bridging, which is mediated by employees’ social interactions with peers inside and outside their groups, respectively.Research limitations/implicationsThe findings suggest that hotel managers should adopt servant leadership to facilitate social interactions at work, thus allowing employees to individually gain personal assets that improve the hotel’s social capital resources.Originality/valueThis is the first study to analyze whether servant leadership shapes personal social capital in business settings. Moreover, it is the first to show the mechanisms (social interactions with peers inside and outside their groups) through which managerial servant leadership encourages this valuable personal asset in hotels.

Journal

International Journal of Contemporary Hospitality ManagementEmerald Publishing

Published: Aug 12, 2019

References

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