Sustaining employee well-being in hierarchical work communities: The roles of capability bundles and digital innovation channels in Indonesian hotels

Romanda Annas Amrullah; Arleiny Arleiny; Frenki Imanto; Moejiono Moejiono; Prayitno Prayitno

doi:10.55942/ccdj.v5i2.1344

Authors

Romanda Annas Amrullah Politeknik Pelayaran Surabaya https://orcid.org/0009-0008-5140-8133
Arleiny Arleiny Politeknik Pelayaran Surabaya https://orcid.org/0000-0002-4810-3469
Frenki Imanto Politeknik Pelayaran Surabaya
Moejiono Moejiono Politeknik Pelayaran Surabaya
Prayitno Prayitno Politeknik Pancasakti Global

DOI:

https://doi.org/10.55942/ccdj.v5i2.1344

Keywords:

despotic leadership, employee well-being, hotel employees, professional experience, proactive personality, electronic diffusion of innovation

Abstract

This study examines how employee capabilities and technology-mediated channels shape well-being in hierarchical hotel contexts marked by coercive leadership. Drawing on Approach–Avoidance Motivation and Diffusion of Innovation, we theorize a resource-and-channels model in which (a) Exapro-a capability bundle combining professional experience and proactive personality-enhances employee well-being, and (b) electronic diffusion of innovation (e-DOI) strengthens the welfare returns to Exapro by providing safer, auditable pathways for idea sharing when face-to-face voice is risky. We test the model using a three-wave longitudinal design across 26 three- to five-star hotels in Central Java and the Special Region of Yogyakarta (Indonesia) with N = 100 employees concentrated in frontline, rotating-shift roles. Using PLS-SEM (SmartPLS 4), measurement properties met recommended thresholds. Results show that the direct effect of despotic leadership on well-being is not significant (H1 rejected) once resources and channels are modeled. By contrast, despotic leadership positively predicts Exapro (H2 supported), Exapro positively predicts well-being (H3 supported), and e-DOI positively moderates the Exapro → well-being link (H4 supported). The model explains a moderate share of variance in well-being (R² ≈ .52). The findings reframe leader–well-being debates by demonstrating a suppressed/contingent direct effect of despotism and highlighting that what employees can do (Exapro) and how they can safely make it visible (e-DOI) are pivotal for sustaining well-being. Practically, hotels should build experience-based scripts, select/develop for proactivity, and institutionalize digital codification of micro-innovations while strengthening leadership accountability.

Author Biographies

Romanda Annas Amrullah, Politeknik Pelayaran Surabaya

Romanda Annas Amrullah is a researcher at Politeknik Pelayaran Surabaya, Surabaya, Indonesia. His work focuses on maritime education and training, marine operations, and applied studies supporting safety, performance, and competency development in the shipping sector.

Arleiny Arleiny, Politeknik Pelayaran Surabaya

Arleiny is a researcher at Politeknik Pelayaran Surabaya, Surabaya, Indonesia. Her interests include maritime learning innovation, seafarer competency development, and applied research on operational standards and safety culture in maritime settings.

Frenki Imanto, Politeknik Pelayaran Surabaya

Frenki Imanto is a researcher at Politeknik Pelayaran Surabaya, Surabaya, Indonesia. His research spans maritime technology and operations, with an emphasis on practical solutions for improving shipboard performance, safety, and training effectiveness.

Moejiono Moejiono, Politeknik Pelayaran Surabaya

Moejiono is a researcher at Politeknik Pelayaran Surabaya, Surabaya, Indonesia. His academic work includes applied maritime studies, focusing on operational management, maritime regulations, and capability strengthening through vocational and professional training.

Prayitno Prayitno, Politeknik Pancasakti Global

Prayitno is a researcher at Politeknik Pancasakti Global, Tegal, Indonesia. His interests center on applied maritime and vocational studies, including competency-based education, workforce development, and industry-oriented research to support professional practice.

References

Abdullahi, A. Z., Anarfo, E. B., & Anyigba, H. (2020). The impact of leadership style on organizational citizenship behavior: Does leaders’ emotional intelligence play a moderating role? Journal of Management Development, 39(9/10), 963–987. https://doi.org/10.1108/JMD-01-2020-0012

Ahmad, I., Ullah, K., & Khan, A. (2022). The impact of green HRM on green creativity: Mediating role of pro-environmental behaviors and moderating role of ethical leadership style. The International Journal of Human Resource Management, 33(19), 3789–3821. https://doi.org/10.1080/09585192.2021.1931938

Ahmad, R., Ahmad, S., Islam, T., & Kaleem, A. (2020). The nexus of corporate social responsibility (CSR), affective commitment and organisational citizenship behaviour in academia: A model of trust. Employee Relations: The International Journal, 42(1), 232–247. https://doi.org/10.1108/ER-04-2018-0105

Ahmad, S., Islam, T., D’Cruz, P., & Noronha, E. (2023). Caring for those in your charge: The role of servant leadership and compassion in managing bullying in the workplace. International Journal of Conflict Management, 34(1), 125–149. https://doi.org/10.1108/IJCMA-05-2022-0098

Akhtar, M. W., Syed, F., Javed, M., & Husnain, M. (2020). Grey shade of work environment triad – effect of supervisor ostracism and perceived organizational obstruction on employees’ behaviour: A moderated-mediation model. Leadership & Organization Development Journal, 41(5), 669–686. https://doi.org/10.1108/LODJ-07-2019-0334

Albashiti, B., Hamid, Z., & Aboramadan, M. (2021). Fire in the belly: The impact of despotic leadership on employees work-related outcomes in the hospitality setting. International Journal of Contemporary Hospitality Management, 33(10), 3564–3584. https://doi.org/10.1108/IJCHM-03-2021-0394

Altura, T. G., Rao, A. N., & Virick, M. (2021). Proactive Personality as a Double-Edged Sword: The Mediating Role of Work–Family Conflict on Employee Outcomes. Journal of Career Development, 48(6), 849–862. https://doi.org/10.1177/0894845319899984

Bani-Melhem, S., Mohd. Shamsudin, F., Mazen Abukhait, R., & Quratulain, S. (2021). Paranoid personality and frontline employee’s proactive work behaviours: A moderated mediation model of empathetic leadership and perceived psychological safety. Journal of Service Theory and Practice, 31(1), 113–135. https://doi.org/10.1108/JSTP-05-2020-0104

Barney, J. (1991). Firm Resources and Sustained Competitive Advantage. Journal of Management, 17(1), 99–120. https://doi.org/10.1177/014920639101700108

Chaudhary, A., & Islam, T. (2023). Unravelling the mechanism between despotic leadership and psychological distress: The roles of bullying behavior and hostile attribution bias. Kybernetes, 52(12), 5829–5848. https://doi.org/10.1108/K-10-2021-0987

Corr, P. J., & Cooper, A. J. (2016). The Reinforcement Sensitivity Theory of Personality Questionnaire (RST-PQ): Development and validation. Psychological Assessment, 28(11), 1427–1440. https://doi.org/10.1037/pas0000273

De Clercq, D., Haq, I. U., & Azeem, M. U. (2019). Time-related work stress and counterproductive work behavior: Invigorating roles of deviant personality traits. Personnel Review, 48(7), 1756–1781. https://doi.org/10.1108/PR-07-2018-0241

De Hoogh, A. H. B., & Den Hartog, D. N. (2008). Ethical and despotic leadership, relationships with leader’s social responsibility, top management team effectiveness and subordinates’ optimism: A multi-method study. The Leadership Quarterly, 19(3), 297–311. https://doi.org/10.1016/j.leaqua.2008.03.002

Einarsen, S., Hoel, H., & Notelaers, G. (2009). Measuring exposure to bullying and harassment at work: Validity, factor structure and psychometric properties of the Negative Acts Questionnaire-Revised. Work & Stress, 23(1), 24–44. https://doi.org/10.1080/02678370902815673

Elliot, A. J., & Thrash, T. M. (2002). Approach-avoidance motivation in personality: Approach and avoidance temperaments and goals. Journal of Personality and Social Psychology, 82(5), 804–818. https://doi.org/10.1037/0022-3514.82.5.804

Finch, D. J., Peacock, M., Levallet, N., & Foster, W. (2016). A dynamic capabilities view of employability: Exploring the drivers of competitive advantage for university graduates. Education + Training, 58(1), 61–81. https://doi.org/10.1108/ET-02-2015-0013

Gabriel, A. S., Arena, D. F., Calderwood, C., Campbell, J. T., Chawla, N., Corwin, E. S., Ezerins, M. E., Jones, K. P., Klotz, A. C., Larson, J. D., Leigh, A., MacGowan, R. L., Moran, C. M., Nag, D., Rogers, K. M., Rosen, C. C., Sawyer, K. B., Shockley, K. M., Simon, L. S., & Zipay, K. P. (2022). Building Thriving Workforces from the Top Down: A Call and Research Agenda for Organizations to Proactively Support Employee Well-Being*. In M. R. Buckley, A. R. Wheeler, J. E. Baur, & J. R. B. Halbesleben (Eds.), Research in Personnel and Human Resources Management (pp. 205–272). Emerald Publishing Limited. https://doi.org/10.1108/S0742-730120220000040007

Grossi, E., Groth, N., Mosconi, P., Cerutti, R., Pace, F., Compare, A., & Apolone, G. (2006). Development and validation of the short version of the Psychological General Well-Being Index (PGWB-S). Health and Quality of Life Outcomes, 4(1), 88. https://doi.org/10.1186/1477-7525-4-88

Guo, L., Cheng, K., & Luo, J. (2020). The effect of exploitative leadership on knowledge hiding: A conservation of resources perspective. Leadership & Organization Development Journal, 42(1), 83–98. https://doi.org/10.1108/LODJ-03-2020-0085

Gutiérrez-Martínez, I., & Duhamel, F. (2019). Translating sustainability into competitive advantage: The case of Mexico’s hospitality industry. Corporate Governance: The International Journal of Business in Society, 19(6), 1324–1343. https://doi.org/10.1108/CG-01-2019-0031

Haddon, J. (2018). Strategic HR review. Strategic HR Review.

Hair, J. F., Hult, G. T. M., Ringle, C. M., Sarstedt, M., Danks, N. P., & Ray, S. (2021). Partial Least Squares Structural Equation Modeling (PLS-SEM) Using R: A Workbook. Springer International Publishing. https://doi.org/10.1007/978-3-030-80519-7

Hayat, A., & Afshari, L. (2021). Supportive organizational climate: A moderated mediation model of workplace bullying and employee well-being. Personnel Review, 50(7/8), 1685–1704. https://doi.org/10.1108/PR-06-2020-0407

Henry, C. S., & Ilyés, T. (2019). Effectiveness of Stratified Random Sampling for Payment Card Acceptance and Usage. In The Econometrics of Complex Survey Data: Theory and Applications (Vol. 39, p. 0). Emerald Publishing Limited. https://doi.org/10.1108/S0731-905320190000039002

Hewawitharana, A., Saher, S., Daniel, K., Masih, S., & Daniel, I. (2020). Influence of Despotic Leadership on Personnel Lives via Emotional Exhaustion and Moderating role of Perceived Supervisory Support. A Testing of COR Model. Global Journal Of Emerging Sciences, 56–69. https://doi.org/10.37187/gjoes.0320.0201.06

Hofstede, G. (2011). Dimensionalizing Cultures: The Hofstede Model in Context. Online Readings in Psychology and Culture, 2(1). https://doi.org/10.9707/2307-0919.1014

Hsu, F.-S., Liu, Y., & Tsaur, S.-H. (2019). The impact of workplace bullying on hotel employees’ well-being: Do organizational justice and friendship matter? International Journal of Contemporary Hospitality Management, 31(4), 1702–1719. https://doi.org/10.1108/IJCHM-04-2018-0330

Huai, M., Lian, H., Farh, J.-L., & Wang, H.-J. (2024). Leaders’ Impulsive Versus Strategic Abuse, Goal Realization, and Subsequent Supportive Behaviors: A Self-Regulation Perspective. Journal of Management, 50(2), 793–825. https://doi.org/10.1177/01492063221132481

Islam, T., & Chaudhary, A. (2024). Impact of workplace bullying on knowledge hiding: The mediating role of emotional exhaustion and moderating role of workplace friendship. Kybernetes, 53(1), 238–255. https://doi.org/10.1108/K-06-2022-0842

Islam, T., Chaudhary, A., & Ali, H. F. (2024). A bitter pill to swallow: The model of despotic leadership, bullying behavior, emotional intelligence and well-being. European Journal of Training and Development, 48(1/2), 280–299. https://doi.org/10.1108/EJTD-01-2023-0015

Jin, X.-H., Senaratne, S., Fu, Y., & Tijani, B. (2024). Tackling stress of project management practitioners in the Australian construction industry: The causes, effects and alleviation. Engineering, Construction and Architectural Management, 31(10), 4016–4041. https://doi.org/10.1108/ECAM-12-2020-1006

Jung, H. S., & Yoon, H. H. (2018). Understanding workplace bullying: Its effects on response and behavior in the hospitality industry. International Journal of Contemporary Hospitality Management, 30(3), 1453–1471. https://doi.org/10.1108/IJCHM-01-2017-0002

Kanwal, I., Lodhi, R. N., & Kashif, M. (2019). Leadership styles and workplace ostracism among frontline employees. Management Research Review, 42(8), 991–1013. https://doi.org/10.1108/MRR-08-2018-0320

Krasikova, D. V., Green, S. G., & LeBreton, J. M. (2013). Destructive Leadership: A Theoretical Review, Integration, and Future Research Agenda. Journal of Management, 39(5), 1308–1338. https://doi.org/10.1177/0149206312471388

Lewin, K. (1935). A dynamic theory of personality. McGraw-Hill.

Lim, S. (Edward), & Ok, C. “Michael.” (2023). Realizing potential through absorptive capacity to create competitive advantage in hospitality organizations. International Journal of Contemporary Hospitality Management, 35(10), 3410–3433. https://doi.org/10.1108/IJCHM-07-2022-0820

Lupač, P. (2018). Beyond the Digital Divide: Contextualizing the Information Society. Emerald Publishing Limited. https://doi.org/10.1108/9781787565470

Malik, S. A., Nawab, S., & Shafi, K. (2023). Saving the moral self: Unethical leadership and employee behaviors – a moral cleansing perspective. European Journal of Management and Business Economics, 32(3), 370–387. https://doi.org/10.1108/EJMBE-03-2021-0085

Meyer, J. P., & Smith, C. A. (2000). HRM Practices and Organizational Commitment: Test of a Mediation Model. Canadian Journal of Administrative Sciences / Revue Canadienne Des Sciences de l’Administration, 17(4), 319–331. https://doi.org/10.1111/j.1936-4490.2000.tb00231.x

Monni, A., Olivier, A. M., Belardinelli, M. O., Mulvihill, K., & Scalas, L. F. (2020). Approach and avoidance in Gray’s, Higgins’, and Elliot’s perspectives: A theoretical comparison and integration of approach–avoidance in motivated behavior. Personality and Individual Differences, 166. https://doi.org/10.1016/j.paid.2020.110163

Mukarram, A., Hussain, S., & Khan, M. A. (2021). A Brief Overview of Despotic Leadership Research. International Review of Management and Business Research, 10(1), 38–55. https://doi.org/10.30543/10-1(2021)-5

Mukherji, A., & Bhatnagar, J. (2022). Conceptualizing and theorizing green human resource management: A narrative review. International Journal of Manpower, 43(3), 862–888. https://doi.org/10.1108/IJM-06-2021-0376

Naseer, S., Raja, U., & Donia, M. B. L. (2016). Effect of Perceived Politics and Perceived Support on Bullying and Emotional Exhaustion: The Moderating Role of Type A Personality. The Journal of Psychology, 150(5), 606–624. https://doi.org/10.1080/00223980.2016.1154809

Nauman, S., Zheng, C., & Basit, A. A. (2020). How despotic leadership jeopardizes employees’ performance: The roles of quality of work life and work withdrawal. Leadership & Organization Development Journal, 42(1), 1–16. https://doi.org/10.1108/LODJ-11-2019-0476

Peccei, R. E. (2004). Human resource management and the search for the happy workplace. Erasmus Research Institute of Management.

Penz, E., & Hogg, M. K. (2011). The role of mixed emotions in consumer behaviour: Investigating ambivalence in consumers’ experiences of approach‐avoidance conflicts in online and offline settings. European Journal of Marketing, 45(1/2), 104–132. https://doi.org/10.1108/03090561111095612

Rafiq, N., Sarwar, A., & Rasheed, M. (2023). Disruption in family life due to despotic leadership and COVID-19: The mediating role of emotional exhaustion. Kybernetes, 52(7), 2305–2328. https://doi.org/10.1108/K-05-2022-0717

Rogers, E. M. (1971). Diffusion of innovations (2nd ed.). Free Press.

Rogers, E. M. (1995). Diffusion of innovations (4th ed.). Free Press.

Salas-Vallina, A., Pasamar, S., & Donate, M. J. (2021). Well-being in times of ill-being: How AMO HRM practices improve organizational citizenship behaviour through work-related well-being and service leadership. Employee Relations: The International Journal, 43(4), 911–935. https://doi.org/10.1108/ER-05-2020-0236

Shahzad, K., Iqbal, R., Nauman, S., Shahzadi, R., & Luqman, A. (2023). How a Despotic Project Manager Jeopardizes Project Success: The Role of Project Team Members’ Emotional Exhaustion and Emotional Intelligence. Project Management Journal, 54(2), 194–208. https://doi.org/10.1177/87569728221145891

Sharma, K. K., Israel, D., & Bhalla, B. (2021). Does previous work experience matter in students’ learning in higher project management education? Engineering, Construction and Architectural Management, 28(1), 424–450. https://doi.org/10.1108/ECAM-01-2019-0015

Singh, A., & Jha, S. (2018). Exploring employee well-being as underlying mechanism in organizational health: Indian R&D. South Asian Journal of Business Studies, 7(3), 287–311. https://doi.org/10.1108/SAJBS-09-2017-0107

Song, X., Khosa, M., Ahmed, Z., Faqera, A. F. O., Nguyen, N. T., Rehman, S. U., & He, Y. (2022). Linking Transformational and Despotic Leadership to Employee Engagement: Unfolding the Role of Psychological Distress as a Mediator. Sustainability, 14(14), 8851. https://doi.org/10.3390/su14148851

Srikanth P.B. (2020). The relative contribution of personality, cognitive ability and the density of work experience in predicting human resource competencies. Personnel Review, 49(8), 1573–1590. https://doi.org/10.1108/PR-09-2018-0329

Srivastava, S., Khan, M., Kumari, A., & Jain, A. K. (2024). A study of workplace bullying and coping strategies in hospitality sector: Role of moral injury and inclusive leadership. Journal of Organizational Effectiveness: People and Performance, 11(1), 18–34. https://doi.org/10.1108/JOEPP-03-2023-0069

Syed, F., Akhtar, M. W., Kashif, M., Asrar-ul-Haq, M., Ain, Q. U., Husnain, M., & Aslam, M. K. (2020). When leader is morally corrupt: Interplay of despotic leadership and self-concordance on moral emotions and bullying behavior. Journal of Management Development, 39(7/8), 911–928. https://doi.org/10.1108/JMD-05-2019-0183

Voorde, K. (2010). HRM, employee well-being and organizational performance: A balanced perspective [Inaugural address].

Williams, S., & Williams, J. (2021). Traumatic stress sufferers: Work as therapy or trigger? Management Research Review, 44(7), 991–1011. https://doi.org/10.1108/MRR-01-2020-0050

Zhang, X., Lin, Z., Liu, Y., Chen, X., & Liu, D. M. (2020). How do human resource management practices affect employee well-being? A mediated moderation model. Employee Relations: The International Journal, 42(4), 903–919. https://doi.org/10.1108/ER-08-2019-0320

Zhao, F., Hu, W., Ahmed, F., & Huang, H. (2023). Impact of ambidextrous human resource practices on employee innovation performance: The roles of inclusive leadership and psychological safety. European Journal of Innovation Management, 26(5), 1444–1470. https://doi.org/10.1108/EJIM-04-2021-0226

Zhong, X., Peng, Q., & Wang, T. (2022). Leader reward omission and employee knowledge sharing: The moderating role of proactive personality and perceived organizational unfairness. Baltic Journal of Management, 17(4), 546–562. https://doi.org/10.1108/BJM-02-2022-0045

Zhou, X., Rasool, S. F., & Ma, D. (2020). The relationship between workplace violence and innovative work behavior: The mediating roles of employee wellbeing. Healthcare, 8(3), 332. https://doi.org/10.3390/healthcare8030332

Zhou, X., Rasool, S. F., Yang, J., & Asghar, M. Z. (2021). Exploring the relationship between despotic leadership and job satisfaction: The role of self efficacy and leader–member exchange. International Journal of Environmental Research and Public Health, 18(10), 5307. https://doi.org/10.3390/ijerph18105307.