Abstract | Abstract Purpose: This study explores the impact of Ethical and Authentic Leadership on employees' workplace perceptions, focusing on Organizational-Citizenship-Behavior (OCB), trust-in-leader, commitment, employee-voice, and empowerment in independent hotels across two contrasting GLOBE clusters: Germanic and Middle-East. It examines how national culture influences these relationships in the hospitality industry. Design/methodology/approach: Data were collected from 1,678 employees in independent hotels in the Germanic European cluster (Germany and the Netherlands) and the Middle-Eastern cluster (Qatar and Turkey) using selective and snowball-sampling techniques. Hypotheses were tested using two-stage structural equation modelling. Findings: Ethical Leadership significantly affects employee-voice in Germany and the Netherlands but not in Qatar and Turkey. Authentic Leadership positively influences employee-voice in Qatar, Turkey, and Germany but does not significantly impact trust-in-leader in any of the four countries. The study underscores the role of cultural dimensions, particularly power-distance, in shaping these relationships. Originality/value: This research contributes to literature by investigating the effects of Ethical and Authentic Leadership on key organizational variables in culturally diverse contexts within the hospitality industry. The findings highlight the necessity of considering national culture in leadership practices and suggest practical implications for independent hotels to adapt their leadership approaches to enhance employee outcomes. Future research should explore cultural dimensions as moderators in organizational relationships. |
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