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The effect of paradoxical leadership on extra-role service in the hospitality industry


Purpose
This study aims to examine the influence of paradoxical leadership (PLSH) on the extra-role service behavior of frontline employees. It analyzes not only direct but also indirect influence through mechanisms that improve the learning (self-improvement) and communication (voice) capabilities of hospitality employees.


Design/methodology/approach
Data were gathered through structured questionnaires administered to a sample of frontline employees from Spanish hotels. A structural equations model was used to evaluate the theoretical model proposed.


Findings
The results show both a direct positive effect of PLSH on extra-role service and a mediating effect of employees’ improvement-oriented behaviors on this relationship. These results support the idea that employees under paradoxical leaders seek both self-improvement and organizational improvement through their voice to provide guests with excellent service.


Research limitations/implications
The findings extend understanding of PLSH’s effects on the hospitality industry through its impact on extra-role service, an essential element of hotel success.


Originality/value
This study addresses the lack of research on hospitality leadership by analyzing the effects of PLSH on employees’ communication and learning behaviors, as well as on their extra-role service. The authors argue that some behaviors that help hotels compete (e.g. extra-role service) can have paradoxical implications for employees.
