Killing solidarity among hospitality employees: Understanding the role of exploitative leadership

Drawing upon Conservation of Resources (COR) theory, this study tests and develops a moderated mediation model of exploitative leadership (EL) and horizontal solidarity behaviors (HSBs). The model evaluates: (a) the link between EL and HSBs; (b) emotional dissonance as a mediator between EL and HSBs; (c) neuroticism and religiosity as the two moderators of the effect of EL on the aforesaid undesirable outcome; and (d) neuroticism is expected to moderate the relationship between EL and emotional dissonance, whereas religiosity is expected to moderate the relationship between emotional dissonance and HSBs. We used time lagged data technique, collecting supervisor-employee dyadic data from frontline personnel. This study contributes to the extant literature by validating that EL causes emotional dissonance, which consequently diminishes HSBs. This pathway strengthens with neuroticism and weakens with religiosity. Findings provide important implications for responsible units to emphasize leadership accountability, and assist frontline employees with high neuroticism and lack of personal resources like religiosity to cope with emotional strain. • Exploitative leadership (EL) depletes emotional resources, reducing horizontal solidarity behaviors (HSBs). • Emotional dissonance mediates the EL-HSBs link. • Neuroticism intensifies emotional dissonance caused by EL. • Religiosity buffers the impact of emotional dissonance and boosts HSBs.