How low leader behavioral integrity fuels service sabotage: the strength model of self-control

Purpose Applying the strength model of self-control, this paper explores how low leader behavioral integrity (LLBI) triggers frontline hospitality employees' service sabotage by introducing ego depletion as a mediator as well as traditionality and gender as moderators. Design/methodology/approach We conducted a multilevel analysis using Mplus on a sample of 202 supervisor-subordinate dyads to test all hypotheses. Findings The results revealed that LLBI enhances frontline hospitality employees' ego depletion, subsequently inducing them to engage in service sabotage. Moreover, traditionality and gender moderate the influence of LLBI on ego depletion and subsequent service sabotage. Research limitations/implications LLBI exacerbates employees' service sabotage by intensifying ego depletion. Hotels should enhance leaders' behavioral integrity and implement emotional management programs to improve employees' self-regulatory capacity. Furthermore, employees with low traditionality and female employees amplify the adverse effects of LLBI. Hotels should provide tailored psychological counseling for these groups. Originality/value First, this paper expands the literature on the service-related consequences of LLBI by focusing on service sabotage. Second, this paper identifies ego depletion as a pivotal mediator linking LLBI to service sabotage. Third, this paper uncovers two novel boundary conditions of LLBI, namely traditionality and gender.