Passive leadership and hospitality frontline employees’ creative performance in the UAE: The moderating role of job tenure and coworker help and support

Abstract

The purpose of this research is to investigate how passive leadership affects creative performance of frontline employees (FLEs) through an analysis of the mediating role played by burnout. Furthermore, the study sought to investigate the moderating effects of coworker support and job tenure, as well as their combined influence as a joint moderator, in relation to this relationship. Employing a time-lagged method, data on 238 frontline employee-supervisor dyads were collected and analyzed through modeling of structural equations. The results indicated that passive leadership directly and indirectly affect creative performance negatively. The three-way interaction result showed that burnout can be diminished when employees receive much help and support from their coworkers and when they have been in their job for longer. The effect of the joint moderators tends to be stronger than any individual moderator, suggesting that multiple resources are better to help FLEs deal with job stressors. The current paper provides a novel theoretical perspective that supports the Conservation of Resources (COR) theory and cross-domain buffering approach by elucidating the circumstances under which passive leadership is likely to diminish employee creative performance, with a particular focus on the hospitality industry. This study investigates the mechanisms, timing, and reasons behind this phenomenon.

Keywords:

• Burnout
• coworker help and support
• creative performance
• frontline employees
• job tenure
• passive leadership

Disclosure statement

No potential conflict of interest was reported by the author(s).