Kicking the robots: the roles of transformational leadership and fear on service robot risk awareness and robot abuse relationship

Abstract

Purpose Service robots are increasingly prevalent in the hospitality industry. While studies have explored the concept of service robot risk awareness (SRRA) – an employee’s perception of service robots posing a threat to human labor – the impact of SRRA on robot abuse and its emotional mechanism through which it affects employees remains unclear. This research leverages emotional appraisal theory to investigate the mediating role of fear of robots in the relationship between SRRA and robot abuse. Additionally, considering the influential role of leadership in shaping emotional appraisal, this study aims to examine the moderating impact of transformational leadership. Design/methodology/approach To test the proposed model, time-lagged survey data were collected from 283 employees working under 54 leaders in 18 hotels in China. The model was analyzed using multilevel modeling in Mplus 7.3. Findings At the individual level, SRRA indirectly increases robot abuse through the mediation of fear of robots. However, there is a cross-level moderation: the indirect relationship is alleviated when leaders exhibit high levels of transformational leadership. Originality/value This study pioneers the concept of robot abuse in hospitality and tourism settings. It extends emotional appraisal theory by highlighting the significant mediating role played by fear of robots. Furthermore, demonstrating how transformational leadership can mitigate the effects of SRRA offers valuable insights for leadership selection and training to facilitate the successful implementation of service robots.