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Given the adverse consequences of destructive leadership at work, we examine leader favoritism prevalent in contemporary organizations. Our study builds on previous research on unethical leadership behaviors and extends social exchange theory by assessing whether leader favoritism contributes to employee psychological withdrawal behavior at work and whether perceived unfairness explains this link, addressing a gap in the literature on this topic. In addition, we investigate the condition of perceived employability to seek whether the influence of perceived unfairness due to leader favoritism on psychological withdrawal behavior at work is strengthened when employees think they can secure alternative employment elsewhere. The study utilizes a two‐wave data collection approach to gather responses from 206 front end customer service employees working in the hospitality and tourism firms in the United Arab Emirates (UAE). The study findings offer empirical support for the proposed mediated moderation model. Specifically, the results demonstrate that leader favoritism directly, indirectly (via perceived unfairness), and positively influence employee withdrawal behaviors. This influence is stronger among employees who believe they can easily find alternative employment options. Our findings highlight the relevance of incorporating social exchange theory into the unethical leadership behaviors and withdrawal behaviors literature and provide valuable insights for managers into how to mitigate the practice of leader favoritism because of its adverse consequences on employees' work attitudes and behavior. [ABSTRACT FROM AUTHOR]

This multi-level study builds on the natural resource-based view and value-belief-norm theory to assess the effect of environmental innovation strategies on customer loyalty through the mediator of green innovation performance. It also examines whether leadership support for green innovation further strengthens the impact of such a strategy on green innovation performance and whether the effect of innovation performance further enhances loyalty among customers with environmental values. We collected multi-level data from multiple sources in 52 five-star chain-affiliated hotels in Dubai, surveying 39 operation managers, 39 human resource (HR) managers, 40 marketing managers, and 230 hotel guests/customers. Structural equation modelling was used to analyze the data. We found empirical support for all hypotheses. Specifically, we demonstrate that environmental strategy enhances customer loyalty through green innovation performance when there is strong leadership support for green innovation. We also show that customers who subscribe to environmental values are more likely to be loyal to green hotel organizations. Our study further outlines how hotel managers can use innovative green strategies to enhance customer loyalty, showing how our findings can shape management practices and future research. [ABSTRACT FROM AUTHOR]

Due to its prevalence and lasting implications, frontline employees' (FLEs) experience of customer incivility has long occupied both managers and the human resources field as a whole. The current research employs the conservation of resources theory (COR) and justice theory to examine the influence of customer incivility on the customer problem-solving behaviour of FLEs via the mediation of employee burnout. Furthermore, it examines what alleviates the adverse influences of customer incivility by assessing the moderating roles of perceived supervisor justice and employee resilience. Using structural equation modelling (SEM), the research model is analysed based on a sample of 243 FLE-supervisor dyads in various hospitality organisations using a time-lagged research method, whereby supervisor-assessed FLEs' customer problem-solving behaviours were also examined. The results demonstrate that customer incivility indirectly (via burnout) and directly has a negative influence on FLE willingness to engage in customer problem-solving behaviours. This influence is alleviated when a supervisor is perceived to be just and the employees are resilient. For managers, these research findings illustrate the significance of understanding what lessens the negative impact of customer incivility on the willingness to engage in customer problem-solving behaviours. [ABSTRACT FROM AUTHOR]