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This study delves into the assessment of the quality of social exchange relationships in the workplace, specifically focusing on leader–member exchange (LMX) and team–member exchange (TMX), to forecast employee Total Quality Management (TQM) involvement within the hospitality industry. Employing Structural Equation Modeling (SEM), the study evaluates multiple hypotheses, utilizing data collected from 811 frontline employees in international tourist hotels located in Taiwan. The findings demonstrate that both LMX and TMX exhibit direct positive influences on employee TQM involvement. Moreover, through mediated path analyses, it is evident that both LMX and TMX exert indirect positive impacts on employee TQM involvement, by means of self-efficacy and job satisfaction. These results elucidate a clear causal chain mechanism underlying the behavior of employee TQM involvement within such social relationships. The study’s revelations carry significant implications for the hospitality industry, shedding light on the nuanced dynamics of these social relationships and their impact on employee behavior concerning TQM involvement. The discussions encompassing the implications of these findings in the realm of hospitality are thoroughly explored and detailed.

Integrating leadership and creativity theories, this study proposed and examined a model linking transformational leadership, perceived organizational support, affective organizational commitment, creativity, and performance. Structural equation modeling was thus performed using 362 employee–supervisor dyads from the international tourist hotels in Taiwan. The results indicated that both transformational leadership and perceived organizational support were significantly and positively related to employee affective organizational commitment, creativity, and performance, while affective organizational commitment had significantly positive influences on creativity and performance. Support was also found for the significant and positive mediating relationships between affective organizational commitment and the influences of both transformational leadership and perceived organizational support on creativity and performance. The theoretical and practical implications of these findings for hospitality are also discussed.