Multiple Comparison Analyses on Employee Work Engagement and Organizational Performance according to Sustainability Leadership for Restaurant Managers

In response to the various economic, environmental, and social issues generated by business operation, the restaurant sector, in particular has recognized the importance of integrating sustainability practices into its operations. As concerns about sustainability continue to increase, sustainability leadership has become a crucial component of both financial and non-financial business success. Thus, sustainability leadership for restaurant managers has become essential. This study aimed to identify significant differences in employee work engagement and organizational performance (economic, environmental, social) according to sustainability leadership for restaurant managers. One-way ANOVA test and post-hoc analysis were conducted using 215 usable questionnaires (25 from restaurant managers, 190 from restaurant employees). Results indicated that employee work engagement and organizational performance (economic, environmental, social) significantly differ depending on sustainability leadership for restaurant managers. Notably, restaurant managers’ “innovative stimulation” was identified as a critical factor in enhancing employee work engagement, while “interdisciplinary contentedness” among restaurant managers was the primary factor in achieving restaurant economic performance. Theoretical, practical implications, as well as limitations were discussed.