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In recent tourism and hospitality literature, there has been a surge in research endeavors that center on the construct of authentic leadership. Given this increasing interest, our study reviews the empirical studies on authentic leadership in tourism and hospitality to provide a comprehensive framework and research agenda of this leadership style in these contexts. Through a systematic selection process using predefined inclusion and exclusion criteria, we obtained a sample of 37 empirical studies. Following the content analysis approach, we analyzed and synthesized the research results from these studies. Our review makes several critical contributions to the literature. First, our study casts light upon the divergent conceptualizations and approaches used for defining and measuring authentic leadership in the tourism and hospitality literature, thereby enhancing the depth of understanding of this multifaceted construct. Second, we present an overview of the theoretical frameworks and research designs employed in this domain. Third, we present a nomological network of authentic leadership in tourism and hospitality, highlighting the outcomes, moderators, and mediators. Based on these findings, directions for further studies are suggested to address the identified gaps in the literature. We also proposed several practical implications for managers and firms in tourism and hospitality industries to help leaders effectively influence their employees through their authentic behavior.
Hoang et al. (Mon,) studied this question.