When anger delivers: leader anger expression and employee performance in hospitality

Purpose The expression of anger is a much-observed phenomenon in hospitality workplaces. Most previous research has associated anger with destructive outcomes and devoted less attention to its constructive potential. This study aims to investigate both the positive and negative consequences of leader anger expression, along with the moderating role of ethical leadership. Drawing on the emotions as social information (EASI) model, it examines how leader expressions of anger and ethical leadership jointly shape employee job crafting, performance and emotional responses. Design/methodology/approach Data were collected from 296 employees in the US hospitality and tourism sector using a two-wave time-lagged survey design. Partial least squares structural equation modeling was deployed to test the hypothesized relationships. Findings It is shown that there is a direct increase in job crafting because of both controlled and outward leader anger, thereby enhancing task performance. Controlled anger reduces employee anger and indirectly improves job crafting and performance, whereas outward anger increases employee anger, weakening its constructive effects. Ethical leadership weakens the calming effect of controlled anger though strengthens the positive relationship between outward anger and employee anger. Practical implications As they engage in the ongoing pursuit of improvements in business performance, leaders should engage proactively in managing anger and reducing its incidence among employees. Ethical leaders should be aware that their displays of emotion may have unintended consequences if they provoke employee anger. Originality/value This study provides theoretical contributions to research on leadership and emotions in hospitality and tourism by advancing a context-dependent understanding of leader expressions of anger. It offers practical insights for managers on how ethical leadership affects employees’ emotional perceptions, underlining the merit of adapting leadership styles to specific contexts.