Manager mindsets and employee organizational citizenship behaviours

Abstract

Purpose - This study aims to investigate how hotel managers with incremental mindsets influence the organisational citizenship behaviours (OCBs) of their subordinates through the process of coaching. Design/methodology/approach - Surveys were collected from managers and employees of 12 five star hotels operating in Northern Cyprus. A sample of 176 employees and 40 managers from 40 departments responded to the survey. As the employees are nested in the departments, a multilevel analysis using hierarchical linear modelling was utilised. Findings - Effects of higher incremental mindsets of managers on the OCBs of their subordinates are mediated by the coaching behaviour of the managers. Effective coaching serves as a mechanism through which the incremental mindsets lead to higher levels of employee OCBs. Practical implications - A growth mindset- oriented organisational culture should be formed in hospitality organisations with shared beliefs that employee abilities are malleable and can be developed. Hotels should not only seek managers who have experience and knowledge, but should also strive to attract managers with incremental mindsets. Originality/value - The study contributes to social exchange theory, the mindset and OCB literature by demonstrating how OCBs can be improved by management with higher incremental mindset through effective coaching using a multi- level model. The findings reveal that incremental mindset managers are more likely to demonstrate effective coaching which, in turn, leads to higher levels of OCBs in their team members.