Translating responsible leadership into team customer relationship performance in the tourism context: the role of collective job crafting

Abstract

Purpose This study aims to unravel the role of teams’ job crafting in translating responsible leadership into their customer relationship performance. Design/methodology/approach The data were gathered from 87 managers and 608 employees from tour companies. The data analysis was performed via multilevel structural equation modeling. Findings The results demonstrated that crafting of team tasks played a mediating role for the link of responsible leadership to the team’s customer relationship performance. Task interdependence, outcome interdependence and their interaction attenuated the influence of responsible leadership on collective job crafting. Practical implications The results suggest that tourism managers can enhance customer relationship performance of their team through training and development of responsible leadership, encouraging team members’ crafting of team tasks, as well as enhancing outcome and task interdependence. Originality/value This research expands the literature by identifying how and when responsible leadership promotes team customer relationship performance in tourism companies.