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Purpose: Leadership is one of the main topics in organizational behavior. Over the years, many researchers have studied the impact of different leadership styles on the attitudes and behaviors of employees. However, perhaps because it is a relatively recent construct, little research has been devoted to analyzing the effect that responsible leadership has at the individual level of analysis (Haque et al., 2019, 2020; Miska & Mendenhall, 2018). Starting from the identification of this gap, the present research adopted an employee-centered approach to analyze how responsible leadership is related to individual creativity within the scope of a model that proposes affective commitment as a potential mediating mechanism. Recent research has found empirical support for the existence of a direct positive relationship between the variables (CastroGonzález et al., 2019). Research has also established a positive relationship between responsible leadership and affective commitment (Haque et al., 2019, 2020; Mousa, 2017; Simões & Duarte, 2021). Several studies on positive leadership styles have established affective commitment as a relevant mediating variable between leadership and employees’ attitudinal, emotional, and behavioral responses (Asif et al., 2019; Duarte et al., 2021). It is possible to theorize that responsible leadership, being also a positive leadership style, will find similar results, contributing to a greater employee emotional attachment to the organization, which will lead to more individual creativity behaviors at work. Methodology: To test the proposed research model, a quantitative, correlational, crosssectional methodological approach was adopted, based on the distribution of an electronic survey to workers from different organizations (n=284). The survey included measures selected from the literature and sociodemographic questions, being the participation voluntary, confidential, and anonymous. To control common method variance, both Harman's single factor test and marker variable technique were used (Podsakoff et al., 2003). Results: Data were analyzed with both IBM SPSS 27 and PROCESS macro software. The main variables of the model were all significantly intercorrelated. Additionally, some sociodemographic variables (i.e., gender, type of contract with the organization) were found to be significantly correlated with the criterion variables and, therefore, they were entered as covariates in subsequent analyses. The model analysis revealed a positive and significant direct relationship between workers' perceptions of responsible leadership and their individual behaviors. In addition, the data revealed that affective commitment significantly mediates the relationship between responsible leadership and individual creativity. The results obtained are in agreement with the results found by Castro-González et al. (2019), finding evidence of a positive relationship between responsible leadership and creativity. The results also support studies that addressed the relationship between creativity and other positive leadership styles (Cheung & Wong, 2011; Ribeiro et al., 2019). Research limitations: As with all investigations, the present study has some limitations. One of the limitations concerns the impossibility of ensuring that the common variance error is not present in the results, due to its cross-sectional correlational design (Podsakoff et al., 2003). Several techniques were used to prevent and evaluate its occurrence, including the marker variable technique, but since it proved to be significantly correlated, albeit with low intensity, with the main variables of the model, it was not possible to exclude its occurrence. This analysis was complemented with the Harman’s single factor test, whose results suggest that the single-source bias does not constitute a strong threat to the validity of the model (Podsakoff et al., 2003). The fact that the study is correlational also imposes limitations on the analysis of the causal relationship between variables. It is not possible to firmly state the direction of the relationship between them, that is, although the hypotheses of this study have been theoretically framed and empirically confirmed, the opposite may also occur, for example, individual creativity can be an antecedent of the perception of responsible leadership, as the model is recursive. Originality: The results contribute to the literature on responsible leadership and individual creativity in different ways. The findings point out responsible leadership's significant role in sharing and promoting individual creativity, making this leadership style a predictor of those behaviors in an organization. The results also highlight this leadership style as one of the antecedents of individual creativity and the mechanisms that strengthen these behaviors. The main contribution and originality of the present study rest on the identification of affective commitment as a psychosocial mechanism that helps to explain the relationship between responsible leadership and individual creativity. No previous studies addressing these three variables in the same model were identified, the current study provides added value in terms of existing knowledge and helps fill the gaps currently in the literature. [ABSTRACT FROM AUTHOR]

Purpose: Leadership is one of the main topics in organizational behavior. Over the years, many researchers have studied the impact of different leadership styles on the attitudes and behaviors of employees. However, perhaps because it is a relatively recent construct, little research has been devoted to analyzing the effect that responsible leadership has at the individual level of analysis (Haque et al., 2019, 2020; Miska & Mendenhall, 2018). Starting from the identification of this gap, the present research adopted an employee-centered approach to analyze how responsible leadership is related to individual creativity within the scope of a model that proposes affective commitment as a potential mediating mechanism. Recent research has found empirical support for the existence of a direct positive relationship between the variables (Castro- González et al., 2019). Research has also established a positive relationship between responsible leadership and affective commitment (Haque et al., 2019, 2020; Mousa, 2017; Simões & Duarte, 2021). Several studies on positive leadership styles have established affective commitment as a relevant mediating variable between leadership and employees’ attitudinal, emotional, and behavioral responses (Asif et al., 2019; Duarte et al., 2021). It is possible to theorize that responsible leadership, being also a positive leadership style, will find similar results, contributing to a greater employee emotional attachment to the organization, which will lead to more individual creativity behaviors at work. Methodology: To test the proposed research model, a quantitative, correlational, crosssectional methodological approach was adopted, based on the distribution of an electronic survey to workers from different organizations (n=284). The survey included measures selected from the literature and sociodemographic questions, being the participation voluntary, confidential, and anonymous. To control common method variance, both Harman's single factor test and marker variable technique were used (Podsakoff et al., 2003). Results: Data were analyzed with both IBM SPSS 27 and PROCESS macro software. The main variables of the model were all significantly intercorrelated. Additionally, some sociodemographic variables (i.e., gender, type of contract with the organization) were found to be significantly correlated with the criterion variables and, therefore, they were entered as covariates in subsequent analyses. The model analysis revealed a positive and significant direct relationship between workers' perceptions of responsible leadership and their individual behaviors. In addition, the data revealed that affective commitment significantly mediates the relationship between responsible leadership and individual creativity. The results obtained are in agreement with the results found by Castro-González et al. (2019), finding evidence of a positive relationship between responsible leadership and creativity. The results also support studies that addressed the relationship between creativity and other positive leadership styles (Cheung & Wong, 2011; Ribeiro et al., 2019). Research limitations: As with all investigations, the present study has some limitations. One of the limitations concerns the impossibility of ensuring that the common variance error is not present in the results, due to its cross-sectional correlational design (Podsakoff et al., 2003). Several techniques were used to prevent and evaluate its occurrence, including the marker variable technique, but since it proved to be significantly correlated, albeit with low intensity, with the main variables of the model, it was not possible to exclude its occurrence. This analysis was complemented with the Harman’s single factor test, whose results suggest that the single-source bias does not constitute a strong threat to the validity of the model (Podsakoff et al., 2003). The fact that the study is correlational also imposes limitations on the analysis of the causal relationship between variables. It is not possible to firmly state the direction of the relationship between them, that is, although the hypotheses of this study have been theoretically framed and empirically confirmed, the opposite may also occur, for example, individual creativity can be an antecedent of the perception of responsible leadership, as the model is recursive. Originality: The results contribute to the literature on responsible leadership and individual creativity in different ways. The findings point out responsible leadership's significant role in sharing and promoting individual creativity, making this leadership style a predictor of those behaviors in an organization. The results also highlight this leadership style as one of the antecedents of individual creativity and the mechanisms that strengthen these behaviors. The main contribution and originality of the present study rest on the identification of affective commitment as a psychosocial mechanism that helps to explain the relationship between responsible leadership and individual creativity. No previous studies addressing these three variables in the same model were identified, the current study provides added value in terms of existing knowledge and helps fill the gaps currently in the literature. [ABSTRACT FROM AUTHOR]

Purpose: Hospitality companies are highly dependent on the quality of their employees to develop and deliver a competitive tourism offering. As a customer service-centered sector, hospitality businesses need to focus on employee engagement to be successful. However, attracting and retaining employees hasbeen a challenge in this sector (Coelho & Bartolomeu, 2021; Ribeiro et al., 2020;Park & Min, 2020). The sector is known to be demanding (e.g., working hours, schedules, physical abilities), but poorly competitive in terms of the work conditions offered to its workers (e.g., low salaries, precarious employments contracts, limited career development opportunities; Hinkin & Tracey, 2000; Davidson & Wang, 2011). Previous literature has tried to determine the main reasons for hospitality employees to leave their jobs and the measures companies might implement to prevent this situation. Several factors were identified, including the (poor) incentives companies offer to employees in exchange for their work and job (dis)satisfaction (Andrade et al., 2020; Park & Min, 2020; Tan et al., 2020). Focusing in the Portuguese hospitality sector, the present study had twofold aims. First, it sought to identify the incentives (financialand non-financial) that employees value the most and compare them with the incentives provided by their companies. Second, it aimed to examine the effect of provided incentives on employees’ turnover intention, within the context of a theoretical model that includes job satisfaction as a mediating variable. Accordingly, two hypotheses were proposed: Hypothesis 1 - The provided incentives are negatively related to turnover intention, i.e., the higher the numberof incentives, the lower the employee level of turnover intention; Hypothesis 2 – Job satisfaction mediates the relationship between provided incentives andturnover intention. Methodology: To test the proposed research model, a quantitative, correlational, cross-sectional methodological approach was adopted. The study required the participation of current (n=152) and ex-employees (n=42) of the hospitalityindustry, in Portugal, to answer an online survey (total n=194). The survey was made available at several social media and professional platforms, as well as disseminated by researchers’ networks and contacts. A set of questions was prepared to consider both labor situations. The survey was divided into different sections. The first section started with the informed consent, then socio- professional questions were presented, followed by sections created to measurethe level of job satisfaction, turnover intention and, lastly, the incentives offered by companies and the ones most valued by respondents. To guarantee greaterconfidence in results, the survey included measurement scales selected from therelevant literature. To avoid same source bias, a marker variable was also included in the survey. Results: Data were analyzed using SPSS. Regarding the first aim of the currentstudy (n=194), findings revealed that having a base salary (74%), career development opportunities (51%), a good work environment (28%), and training and development opportunities (27%) were the incentives most valued by participants. These were also the type of incentives more referred as being provided by the companies, but in a lower percentage (i.e., 56%, 21%, 21%, 37%,respectively). As for the second aim of the study (n=152), results indicated that perceived incentives, job satisfaction, and turnover intention are significantly intercorrelated (all p < 0.05). Moreover, provided incentives reduce both directly (B= -0.12, p<0.01) and indirectly (B= -0.06; 95% CI= -0.08, -0.03), through increased job satisfaction, employees’ turnover intention (R2=0.26). As the directeffect of provided incentives remains significant (B= -0.06; p<0.01), the mediationthrough job satisfaction is partial. This study provides relevant findings that hopefully contribute to a better management of hospitality employees and increase employee retention in the companies. It shows that is critical to provide the right incentives to guarantee hotel employees’ satisfaction at work, and, consequently, to weaken employee turnover intention. Research limitations: The present study has limitations that should be considered when interpreting the results. Some of these limitations are commonin correlational studies with transversal designs (e.g., threat of common methodvariance, limitations in terms of the causal nexus between variables) and non- probability samples (e.g., reduced generalizability of results). But besides these,it is important to consider that these results were obtained during the Covid-19 pandemic. For this reason, it was difficult to find hospitality employees to be partof the sample. Many people were in lay-off situation or were unemployed following companies closure given national lockdown. In addition, the level of satisfaction and turnover intention could be altered during these times. Future research can replicate the study after the pandemic to assess the stability of theresults reported. Originality: This study extends the theoretical knowledge on employees’ retention in the hospitality sector, through the study of incentives and job satisfaction in Portugal. The analysis of incentives, both the incentives provided by companies and the ones valued by employees, is a relatively unusual approach. The comparison between them can help human resource managers adjusting their practices to the expectations of employees, and, by so doing, preventing their voluntary departure from the company. [ABSTRACT FROM AUTHOR]

Purpose: Hospitality companies are highly dependent on the quality of their employees to develop and deliver a competitive tourism offering. As a customer service-centered sector, hospitality businesses need to focus on employee engagement to be successful. However, attracting and retaining employees has been a challenge in this sector (Coelho & Bartolomeu, 2021; Ribeiro et al., 2020; Park & Min, 2020). The sector is known to be demanding (e.g., working hours, schedules, physical abilities), but poorly competitive in terms of the work conditions offered to its workers (e.g., low salaries, precarious employments contracts, limited career development opportunities; Hinkin & Tracey, 2000; Davidson & Wang, 2011). Previous literature has tried to determine the main reasons for hospitality employees to leave their jobs and the measures companies might implement to prevent this situation. Several factors were identified, including the (poor) incentives companies offer to employees in exchange for their work and job (dis)satisfaction (Andrade et al., 2020; Park & Min, 2020; Tan et al., 2020). Focusing in the Portuguese hospitality sector, the present study had twofold aims. First, it sought to identify the incentives (financial and non-financial) that employees value the most and compare them with the incentives provided by their companies. Second, it aimed to examine the effect of provided incentives on employees’ turnover intention, within the context of a theoretical model that includes job satisfaction as a mediating variable. Accordingly, two hypotheses were proposed: Hypothesis 1 - The provided incentives are negatively related to turnover intention, i.e., the higher the number of incentives, the lower the employee level of turnover intention; Hypothesis 2 – Job satisfaction mediates the relationship between provided incentives and turnover intention. Methodology: To test the proposed research model, a quantitative, correlational, cross sectional methodological approach was adopted. The study required the participation of current (n=152) and ex-employees (n=42) of the hospitality industry, in Portugal, to answer an online survey (total n=194). The survey was made available at several social media and professional platforms, as well as disseminated by researchers’ networks and contacts. A set of questions was prepared to consider both labor situations. The survey was divided into different sections. The first section started with the informed consent, then socio-professional questions were presented, followed by sections created to measure the level of job satisfaction, turnover intention and, lastly, the incentives offered by companies and the ones most valued by respondents. To guarantee greater confidence in results, the survey included measurement scales selected from the relevant literature. To avoid same source bias, a marker variable was also included in the survey. Results: Data were analyzed using SPSS. Regarding the first aim of the current study (n=194), findings revealed that having a base salary (74%), career development opportunities (51%), a good work environment (28%), and training and development opportunities (27%) were the incentives most valued by participants. These were also the type of incentives more referred as being provided by the companies, but in a lower percentage (i.e., 56%, 21%, 21%, 37%, respectively). As for the second aim of the study (n=152), results indicated that perceived incentives, job satisfaction, and turnover intention are significantly intercorrelated (all p < 0.05). Moreover, provided incentives reduce both directly (B= -0.12, p<0.01) and indirectly (B= -0.06; 95% CI= -0.08, -0.03), through increased job satisfaction, employees’ turnover intention (R2=0.26). As the direct effect of provided incentives remains significant (B= -0.06; p<0.01), the mediation through job satisfaction is partial. This study provides relevant findings that hopefully contribute to a better management of hospitality employees and increase employee retention in the companies. It shows that is critical to provide the right incentives to guarantee hotel employees’ satisfaction at work, and, consequently, to weaken employee turnover intention. Research limitations: The present study has limitations that should be considered when interpreting the results. Some of these limitations are common in correlational studies with transversal designs (e.g., threat of common method variance, limitations in terms of the causal nexus between variables) and non-probability samples (e.g., reduced generalizability of results). But besides these, it is important to consider that these results were obtained during the Covid-19 pandemic. For this reason, it was difficult to find hospitality employees to be part of the sample. Many people were in lay-off situation or were unemployed following companies closure given national lockdown. In addition, the level of satisfaction and turnover intention could be altered during these times. Future research can replicate the study after the pandemic to assess the stability of the results reported. Originality: This study extends the theoretical knowledge on employees’ retention in the hospitality sector, through the study of incentives and job satisfaction in Portugal. The analysis of incentives, both the incentives provided by companies and the ones valued by employees, is a relatively unusual approach. The comparison between them can help human resource managers adjusting their practices to the expectations of employees, and, by so doing, preventing their voluntary departure from the company. [ABSTRACT FROM AUTHOR]