2024-04-02 07:18:55
The precariousness of work in the hospitality sector is a situation that affects the emotional well-being of employees. Issues such as job stability is far from guaranteed and the subjective perception (and sometimes unconscious) that it is possible to lose one’s job can lead to the depression of the hospitality workersomething that, in addition to the personal discomfort it generates, undermines the productivity of the industry.
We ask the workers
Between August and October 2020 (first summer following confinement) we collected data through a survey distributed among members associated with Workers Commissions (CC OO), one of the main unions in Spain.
These dates were selected because they are when hotel occupancy reaches its highest level in Spain. Furthermore, due to the premise that, due to covid-19, the hotel sector would have more demand from customers and, therefore, would need more labor. All workers surveyed belonged to the hospitality sector.
Listen and care
In that first investigation We conclude that having supervisors who act as servant leaders, listening and caring for your team, can be beneficial for the psychological well-being of workers. By focusing on serving others and ensuring that their employees’ most pressing needs are met, these leaders help them feel less distressed during difficult times.
Furthermore, by instilling service behaviors in their subordinates, they encourage them to have higher levels of capital social personal –that is, when a person has a network of useful relationships that give them the ability to obtain advantages and benefits– to face pandemic times more successfully, especially in conditions of temporary layoff or ERTE.
We found that servant leadership directly influences the mood of workers by helping them achieve greater individual social capital. Thus, new light is shed on how servant leadership is effective in reducing employees’ symptoms of depression during periods of uncertainty.
In a second article we did a quantitative analysis on two groups of workers (ERTE workers and active workers). Combined, both investigations revealed that active employees consider it important for their emotional well-being to both have a servant leader and experience personal growth. However, for employees at ERTE it was only important to have the support of a servant leader.
Servant and crisis leadership
We have seen that servant leaders, by focusing on addressing the highest priority needs of employees, can promote your emotional well-being and improve your personal growth.
On the other hand, in turbulent times, employees at ERTE may appreciate having a leader who cares regarding them and is attentive to their needs more than experiencing personal growth.
Thus, we discovered that servant leadership increases the emotional well-being of employees both through direct care (especially in the case of ERTE workers) and through the greater personal growth it generates among workers.
In this way, we shed new light on how this positive effect of servant leadership works in times of severe change, such as those caused by the covid-19 pandemic.
Pedro Jimenez EstevezBusiness organization, Castilla-La Mancha university; Benito Yanez Araque, Associate Professor | Deputy Director of Culture, Sports and University Extension, Castilla-La Mancha university; Pablo Ruiz PalominoUniversity Professor, Business Organization area, Castilla-La Mancha university y Santiago Gutiérrez-BroncanoFull Professor at the University of Business Organization, Castilla-La Mancha university
1712043637
#Leaders #care #listen #contribute #wellbeing #teams
