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This study investigated the impact of paternalistic leadership on workplace deviant behavior among employees in five-star international tourist hotels in six municipalities under the Central Government of Taiwan. In addition, it examined whether employees' regulatory foci mediate this relationship. The data were collected through purposive sampling, targeting individuals knowledgeable about deviant behaviors. A total of 600 questionnaires (one supervisor per 10 employees) were distributed, resulting in 374 valid matched responses (374 employees and 52 supervisors), with a valid response rate of 62.33%. The findings indicate that paternalistic leadership significantly reduces workplace deviant behavior in employees. Furthermore, regulatory foci were found to partially mediate the relationship between paternalistic leadership and workplace deviant behavior. The article concludes with management implications and research recommendations. [ABSTRACT FROM AUTHOR]

Sustainability is a universal value of running a business. This study examines the influence of workplace friendships among hotel staff on their intention to leave, while considering the moderating effect of psychological contract violation. The sample group of the questionnaire is the employees in the five-star hotels in Taiwan. This study employs the purposive sampling method to collect questionnaires. For this research, 450 questionnaires were handed out to hotel staffs, with 150 questionnaires distributed, respectively, in Northern, Central, and Southern Taiwan. A total of 368 valid questionnaires were collected, resulting in an effective response rate of 81.78%. The results indicate that: (1) Friendship opportunities and friendship prevalence can significantly decrease workers' intention to leave their jobs; (2) Psychological contract violation moderates the negative influence of friendship opportunity/friendship prevalence on one's intention to leave. Finally, the paper proposes theoretical implications, practical implications and future research directions in accordance with the findings. [ABSTRACT FROM AUTHOR]

Copyright of Service Industries Journal is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

Copyright of Service Industries Journal is the property of Routledge and its content may not be copied or emailed to multiple sites or posted to a listserv without the copyright holder's express written permission. However, users may print, download, or email articles for individual use. This abstract may be abridged. No warranty is given about the accuracy of the copy. Users should refer to the original published version of the material for the full abstract. (Copyright applies to all Abstracts.)

This study explores the effect of paternalistic leadership (moral leadership, benevolent leadership, and authoritarian leadership) on hotel employees' voice behavior and the moderating role of organizational identification. This study samples employees of five-star hotels in northern, central, and southern Taiwan. Purposive sampling is used to distribute 450 questionnaires: 150 in northern Taiwan, 150 in central Taiwan, and 150 in southern Taiwan. The number of valid questionnaires was 359, and the effective questionnaire recovery rate was 79.78%. The analysis results indicate that (1) supervisors' moral leadership negatively affects hotel employees' voice behavior, (2) supervisors' benevolent leadership positively affects hotel employees' voice behavior, (3) supervisors' authoritarian leadership negatively affects hotel employees' voice behavior, (4) organizational identification moderates the relationship between moral leadership and voice behavior, (5) organizational identification moderates the relationship between benevolent leadership and voice behavior, and (6) organizational identification moderates the relationship between authoritarian leadership and voice behavior. This study also proposes managerial implications based on the analysis results. This research attempts to make contributions to the literatures of hospitality and tourism. [ABSTRACT FROM AUTHOR]