Psychological impact of servant leadership on Gen Z’s sustainable employability in the hospitality industry

Purpose Ensuring the long-term employability of Gen Z employees is paramount for the development and success of both employees and organizations. Based on the conservation of resources theory, the study aims to unpack how servant leadership (SL) promotes sustainable employability (SE) in the hospitality industry. It also explores the role of psychological safety (PS) as a mediator between SL and SE. The role of psychological capital (PsyCap) as a moderator between PS and SE has also been explored. Design/methodology/approach A survey was conducted with 241 frontline Gen Z employees in the hospitality industry. The data were analyzed employing variance-based partial least squares structural equation modeling. Findings Findings indicate a positive relationship between SL and SE. PS mediated this relationship. Additionally, the study shows that (PsyCap) plays a moderating role between PS and SE. Practical implications The findings offer contributions for both theory advancement and practice. The study provides valuable insights for the hospitality industry to prioritize SL to enhance the SE of Gen Z employees. Originality/value The study highlights the significance of SL in improving the SE of Gen Z frontline employees in the hospitality industry, where employee retention is crucial. To the authors’ best knowledge, this study is the first to reveal the impact of SL on SE.