Leading responsibly boosts loyalty and proactive customer service performance: test of a moderated mediation model

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Abstract
Purpose: This paper aims to develop and test a novel research model that examines job embeddedness as a mediator of the influence of responsible leadership (RL) on loyal boosterism and proactive customer service performance. The research model also tests perceived organizational support (POS) as a moderator between RL and job embeddedness. More importantly, this paper gauges POS as a moderator of the indirect influence of RL on loyal boosterism and proactive customer service performance via job embeddedness. Design/methodology/approach: Time-lagged data and supervisor ratings of hotel frontline employee (FLE) proactive customer service performance in two different studies were used to assess said hypothesized associations. Findings: The results from partial least squares structural equation modeling reveal that all the hypotheses are supported, and the research model proposed in this study is viable. Specifically, job embeddedness mediates the effect of RL on loyal boosterism and proactive customer service performance. POS strengthens the positive connection between RL and job embeddedness. This is also true for POS as a moderator of the indirect influence of RL on said outcomes via job embeddedness. Practical implications: Responsible leaders should establish a work environment that would enable FLEs to display loyal boosterism by defending the hotel and being proud to work there and exhibit proactive customer service performance. Management should make sure that responsible leaders support FLEs with high job embeddedness who demonstrate loyal boosterism and are proactive in the service delivery process. Originality/value: This research fills in the lacuna by gauging the previously mentioned linkages and offers important implications for managers and their employees for business practice.

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