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This paper explores whether relational leadership enhances nurses’ employability. An empirical study was conducted to investigate associations between relational leadership, perceived supervisory support, perceived opportunities for competence development and employability.

A serial mediation model was constructed to investigate our hypothesized relationships. We applied a two-wave panel design and collected self-reported survey data from 109 nurses who worked in a Dutch homecare organization. Relationships were tested using PLS-SEM.

Our findings suggest no direct association between relational leadership and employability. However, we found support for a serial mediation model, in which perceived supervisory support and perceived opportunities for competence development fully mediated the relationship between relational leadership and employability.

This scholarly work contributes to the employability literature; a supervisor who fosters high-quality relationships with nurses communicates a willingness to support their development and provides them competence development opportunities, which, in turn, fosters nurses’ employability.

HR managers and supervisors in homecare organizations should create leadership development policies and practices that encourage relational leadership, particularly empowering leadership.

To the best of our knowledge, up until now, this study is the first to use supervisors’ relational leadership to predict employees’ employability.

The hospitality industry creates a distinctive context in which learning takes place. The industry's international perspective and large globalisation play an important role in learning, as well as the operational and structural features that give meaning to learning and development in the hospitality industry. This explorative research therefore studies the relation between workplace learning and organisational performance in the Dutch hospitality industry.

The qualitative research is done through 15 in-depth interviews with general managers and HR managers of Dutch hotels with three or more stars and at least ten employees.

It can be concluded that there is a relation between workplace learning and organisational performance in the hospitality industry, as the participants in this research and the literature both mention workplace learning enhances organisational performance.

Little research has been done on learning and organisational performance specifically, in the (Western) hospitality industry. This research therefore focusses on HRD and studies the influence of workplace learning on organisational performance in the Dutch hospitality industry.