Improving service recovery performance through authentic leadership and organizational learning: evidence from the hospitality industry

Purpose The purpose of this study is to investigate the impact of authentic leadership (AL), as a multidimensional construct, on service recovery performance (SRP) in the hospitality sector, with learning from failure (LFF) as a mediating variable. Design/methodology/approach Data were collected using a self-administered questionnaire distributed to employees working in four- and five-star hotels within the hospitality sector. Structural equation modeling was used to test the proposed relationships in the research model. Findings The study shows that among the dimensions of AL, relational transparency has the strongest impact on LFF, followed by self-awareness. In contrast, balanced processing and internalized moral perspective do not show a noticeable effect. The results also confirm that LFF plays a key role in improving SRP, acting as a bridge between AL and better service outcomes. Practical implications The findings suggest that hospitality managers should promote AL practices that foster learning from mistakes, enabling employees to respond more effectively to service failures and improve customer-related outcomes. Originality/value This study contributes to leadership and service management research by offering a clearer understanding of how different dimensions of AL influence employee LFF and, in turn, SRP. Instead of viewing AL as a single, uniform concept, the findings show that its dimensions play distinct roles in shaping learning processes that support effective service recovery. By focusing on the hospitality sector in a Middle Eastern context, the study sheds light on an under-researched setting and responds to the need for greater contextual diversity in performance-related research. The results provide both theoretical insights and practical guidance for organizations seeking to strengthen employee learning and performance in frontline service environments.