Examining The Influence of Leadership Micro-Behaviours on Employee Well-Being in Hybrid Work Environments: Mediating Effect of Perceived Organisational Support
DOI:
https://doi.org/10.65080/ajbmss.v2i2.CM2622101027Keywords:
Leadership micro-behaviours, task-oriented, relationship-oriented, change-oriented behaviour, employee well-being, perceived organisational supportAbstract
Introduction: This study aimed to examine the relationship between leadership micro-behaviours, including task-oriented, relationship-oriented, and change-oriented behaviour, and employee well-being in the UK hospitality industry and to explore the mediating role of perceived organisational support in these relationships.
Methods: A quantitative research design was adopted, and data were gathered through a structured five-point Likert-scale questionnaire from 300 employees serving different entry-to middle-level positions in hospitality organisations in the UK. Structural equation modelling Partial Least Squares Structural Equation Modelling (PLS-SEM) was used as an evaluative technique.
Results & Discussion: The findings revealed that change-oriented behaviour had a positive direct relationship with employee well-being, whereas relationship-oriented behaviour showed a marginally significant but positive predictive relationship with employee well-being. Task-oriented behaviour had a negative relationship with employee well-being. Organisational support had a positive predictive power on employee wellbeing. The mediation analysis revealed that perceived organisational support statistically and significantly mediated the relationship between change-oriented behaviour and well-being and had a significant negative indirect role in mediating the relationship between task-oriented behaviour and well-being, showing selective mediation. Relationship-oriented behaviour did not display any indirect effect under the mediation of perceived organisational support.
Conclusion: The results contribute to the existing body of leadership and well-being literature by merging Social Exchange Theory and Conservation of Resources Theory and providing a practical impact on UK hospitality management to focus on supportive, change-oriented leadership practices.
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