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Based on self-determination theory, this research paper aims to explore the implication of exploitative leadership for hospitality employees’ proactive customer service performance (PCSP) via harmonious passion for work (HPFW) and the moderating mechanism of power distance.

The authors’ sample included a total of 207 leader–follower dyads from three Chinese hotels. Hierarchical multiple regression and the PROCESS macro were used to analyze the data.

The results indicated that exploitative leadership has a negative indirect relationship with hospitality employees’ PCSP through decreased HPFW, and power distance plays a protective role of alleviating the negative implications of exploitative leadership for hospitality employees’ HPFW and PCSP.

Hotels are suggested to develop strict codes of conduct and adopt zero-tolerance policies for exploitative leadership. Additionally, hotels should also act to improve employees’ HPFW and pay attention to low-power-distance employees.

This research enriches exploitative leadership literature by investigating its effect on PCSP. Further, this research investigates HPFW as a mechanism linking exploitative leadership to PCSP. Finally, this research establishes the relationships among exploitative leadership, HPFW and PCSP by investigating the contingent impact of power distance.

By investigating trust in the organization as a mediator and traditionality as a moderator, this study aims to examine the effect perceived organizational exploitation poses on frontline hotel employees’ service performance.

A three-wave survey that targets 219 supervisor–subordinate dyads from four Chinese hotels was conducted to test the hypotheses. The authors used SPSS 20.0 and AMOS 21.0 to analyze the data and verify the theoretical model.

This study found that perceived organizational exploitation exerts a destructive impact on frontline hotel employees’ service performance. Trust in the organization is a full mediator of the link connecting perceived organizational exploitation to service performance. Furthermore, traditionality weakens perceived organizational exploitation’s impact on trust in the organization and subsequent service performance.

The authors’ findings remind hotels to cease exploiting their employees to avoid compromising service performance. Hotels should also endeavor to instill trust among employees toward the hotel and allocate more attention to employees with lower levels of traditionality.

First, to the best of the authors’ knowledge, this study is among the first to explore the impact of perceived organizational exploitation on frontline hotel employees’ service performance. Second, this study reveals a novel mechanism underlying the connection between perceived organizational exploitation and service performance. Finally, this study identifies frontline hotel employees’ traditionality as a vital moderator that mitigates the negative relationships among perceived organizational exploitation, trust in the organization and service performance.

Drawing from self-determination theory, this study aims to examine the effect of leader humor on frontline hospitality employees’ service performance and proactive customer service performance (PCSP) via harmonious passion (HP) for work with employee neuroticism as the moderating mechanism.

This study controlled for the nested effect and tested all the hypotheses with Mplus 7.0 using a time-lagged three-wave survey of 232 Chinese supervisor–subordinate dyads.

The results indicated that leader humor promotes frontline hospitality employees’ service performance and PCSP by enhancing their HP. Furthermore, neuroticism was shown to strengthen the direct impact of leader humor on employee HP and its indirect impact on employee service performance and employee PCSP through HP.

First, this research contributes to the leader humor literature through exploring its impact on the service performance and PCSP of frontline hospitality employees. Second, this research develops a new framework to explain the leader humor-employee service outcomes relationship using self-determination theory. Finally, the focus on the moderating role of neuroticism helps to explain the “when” question of leader humor.

The current study seeks to examine the link between abusive supervision and subordinate family undermining by focusing on the mediating role of work‐to‐family conflict and the moderating role of boundary strength at home.

Data were collected using a three‐wave survey research design. Participants included 209 employees from a manufacturing company in China. Hierarchical regression analyses and a bootstrapping algorithm were used to test the hypothesized relationships.

The results indicate that abusive supervision is positively related to family undermining, and this relationship is mediated by work‐to‐family conflict. Moreover, boundary strength at home attenuates the direct relationship of abusive supervision with work‐to‐family conflict and its indirect relationship with family undermining.

This research contributes to the integration of the work‐family interface model and the abusive supervision literature by providing evidence of a link between abusive supervision in the workplace and conflict in the home. This study also indicates that abusive supervision is a problem of both organizational and societal importance in China. However, data are correlational in nature, which limits the ability to draw causal inferences.

Findings provide evidence that abusive supervision is a source of work‐to‐family conflict and undermining behavior in the home. Training employees to create boundaries between work and family domains may minimize the negative spillover effects of work on the family.

This study provides a relatively comprehensive model regarding the relationships between abusive supervision and work‐family consequences, and a promising new direction for both the leadership and work‐family literatures.

The purpose of this paper is to highlight the importance of advancing theory and research in China through identification of unique aspects of Chinese organizational behaviors, which can lead to expanded, robust organizational behavior and human resource management models and theories that transcend national boundaries.

This is a conceptual paper and does not employ research methods.

The results of studies included in this special issue suggest that researchers can identify elements unique to China in constructs such as psychological capital, work‐to‐family spillover, work‐family conflict, performance appraisal process, and expatriate interactions that further expand theory and research in organizational behavior.

The review of articles in the special issue suggests that managers in organizations in China may want to: develop individuals' psychological capital; train managers on the importance of eliminating abusive behaviors and developing employees' heartiness; adopt family friendly practices; employ performance appraisal process to encourage commitment and organizational citizenship behaviors; and train local country nationals on working with expatriates to enhance organizational effectiveness.

This review provides a unique perspective on employee behavior because it considers such behavior in a Chinese context.