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Hospitality employees’ attitudes and behaviors play a crucial role in enhancing customer satisfaction and service quality and ultimately firms’ success; therefore, organizations must have skilled, customer-oriented staff. More research is required to help hospitality managers gain insights into the best strategies to promote and retain customer-oriented employees. This study specifically sought to provide a more comprehensive understanding of the ways that authentic leadership (AL) can affect employees’ customer orientation and turnover intention, including exploring affective commitment’s (AC) potential mediating role.

The sample included 350 employees from different hospitality organizations in Portugal. Data were collected using anonymously completed structured questionnaires available online or in a paper-and-pencil format.

The results demonstrate that AL has a positive effect on customer orientation and a negative effect on turnover intention. Moreover, they indicate that AC mediates the relationships between AL and both customer orientation and turnover intention. All hypotheses received empirical support.

Hotel managers can increase employees’ AC and customer orientation by engaging in AL behaviors. Similarly, management can avoid having employees voluntarily leave their jobs using more AL styles and strengthening employees’ affective bonds to their organization.

Prior hospitality studies have rarely focused on AL. This study is the first to analyze AL’s effect on customer orientation and AC’s role as a mediator variable in the relationships between AL and customer orientation and turnover intention, thus integrating all these variables into a single research model.

This study sought to provide a more comprehensive understanding of how managers' coaching skills can affect individual performance through the mediating role of affective commitment.

The sample included 198 employees from diverse organizations. Based on an online survey, respondents assessed their managers' coaching skills and reported their own individual performance and affective commitment to their organization.

The findings show that managers' coaching skills have a positive impact on individual performance and affective commitment, with the latter mediating the relationship between the first two variables.

Additional studies with larger samples are needed to understand more fully not only the impact of managers' coaching skills on individual performance but also other psychosocial variables affecting that relationship.

Organizations can increase employees' affective commitment and individual performance by encouraging managers to integrate more coaching skills into their leadership styles.

This study is the first to integrate managers' coaching skills, affective commitment and individual performance into a single research model, thereby extending previous research on this topic.

This study aims to examine the impact of authentic leadership (AL) on employees’ organizational citizenship behaviors (OCB) by investigating the mediating effect of affective commitment (AC).

Data were collected on 194 leader-follower dyads in diverse organizations, using individual surveys. Followers reported their perceptions of AL and their AC, and leaders assessed each follower’s level of OCB.

The results support the research hypotheses proposed, confirming that employees’ perceptions of AL are positively related to both their AC and OCB. Moreover, AC completely mediates the relationship between AL and OCB, indicating that authentic leaders increase employees’ affective bonds to their organization, and therefore, strengthen workers’ tendency to engage in OCB.

Additional studies with larger samples are needed to clarify more fully not only AL’s influence on OCB but also other psychosocial variables affecting this relationship.

The findings suggest that organizations can foster employees’ AC and OCB by encouraging managers to adopt a more AL style. Authentic leaders are likely to focus on the collective as they care about their teams, the wider organization and even society’s welfare and sustainability.

Growing concerns about sustainability and business ethics and the crisis of trust in organizations can be addressed through further research on positive leadership forms such as AL. This study’s findings suggest that AL fosters employees’ affective bond to organizations and their willingness to engage in OCB, which are two indicators related to organizational sustainability.

This study integrated AL, AC and OCB into a single research model, thereby extending previous investigations. In addition, the data were collected from two sources (i.e. both leaders and followers in dyads) to minimize the risk of common-method variance.