Resilient leadership in hospitality and tourism enterprises: conceptualization and scale development

Abstract

Purpose This study aims to conceptualize the dimensions of resilient leadership and develop the resilient leadership scale (RLS) through three studies. Design/methodology/approach In Study 1, based on interviews with 77 leaders and 8 junior employees, a seven-factor resilient leadership model was constructed. In Study 2, exploratory factor analysis (n= 237) was conducted to refine the initial items. In Study 3, confirmatory factor analysis (n= 610) was performed to validate the dimensional structure identified in Study 2, and different types of validity of the RLS were assessed. Findings The validated RLS composed of seven dimensions: contingency planning, improvisation, adaptive instructing, contingency control, emergency care, adjustment recovery and mutual growth. The scale showed desirable measurement qualities in terms of reliability and validity. Resilient leadership and its dimensions significantly impact employee turnover intentions and employee resilience. Research limitations/implications This research contributes to the literature on the resilience of hospitality and tourism enterprises and enriches the research scope and theoretical framework of resilient leadership. Originality/value This research revealed the resilient leadership responses to crisis in hospitality and tourism enterprises with practical implications for tourism enterprise leaders to deal with major crisis.

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