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The purpose of this study is to identify new psychosocial risk factors in the assessment of job demands and job resources in hospitality employment and to initiate the development of a psychosocial hospitality risk indicator (PHRI). The argument is underpinned by the findings from an exploratory study of health and safety representatives (HSE) in the hospitality sector.

Using focus-group interviews with 15 HSE representatives from 13 hospitality companies in lodging, housekeeping, and food and beverage segments, this research explored perceived psychosocial risks in different hospitality jobs through the lens of the JD-R (job demands-job resources) model.

This study suggests that factors such as conditioned flexibility, technological requirements, multicultural workforce interactions, lack of support from customers and lack of emotion ventilation represent new risk factors in the psychosocial work environment if not properly managed. A list of items to assess these new psychosocial risks is provided, and a model of different knowledge sources for the further development of the PHRI is suggested.

This is the first paper to identify new psychosocial risks in hospitality employment through the lens of a health and safety work perspective. A key theoretical contribution of this research is the extension of the JD-R model with new variables representing service-specific job demands and resources and the development of items for future risk assessment in hospitality jobs.

The purpose of this study was to explore and interpret how frontline leaders define, experience and rationalise their approaches to the successful implementation of clinical guidelines in mental health care.

Employing an interpretative phenomenological design, the authors conducted and analysed individual interviews of frontline leaders at 14 psychiatric clinics involved in a national study of implementing evidence-based clinical guidelines in mental health.

The authors found a broad spectrum of attitudes and attributes, as well as a wide repertoire of strategies for frontline implementation leadership. Three main approaches were revealed, comprising “Curious and welcoming”, “Integrity and setting standards” and “Caring and collegial”.

The study present what experienced frontline leaders emphasise to enable implementation of guidelines, not empirical pieces of evidences for what they in fact do or if these actions lead to implementation. The generalisability to other settings is unknown. Another sample profile, context or organisational level may have impacted the result. The concreteness of the frontline leaders’ considerations, approaches and actions gives important knowledge about frontline leaders leadership across traditional leadership theories.

Existing leadership theories describe different leadership styles, while this study reveals the need for a wide range of approaches to balance the many needs and demands. The complexity of leadership approaches this study found is in line with implementation theories; thus, the present study incorporates implementation science into the leadership literature.

The purpose of this paper is to examine the role of leaders’ creativity as a predictor of organizational creativity. The authors expected that creative leaders would promote creativity directly by functioning as a model and inspiration for their followers and indirectly by promoting a creativity‐supporting work climate.

The research was conducted in organizations within the restaurant sector; the data were obtained using questionnaires to employees and leaders (n=207), as well as external raters’ evaluation of restaurant creativity level. Responses from each organization were aggregated using mean scores (n=39).

Significant positive associations were found between leaders’ creative behavior, organizational creative climates, and organizational creative behavior. Mediation analyses revealed that the relationship between leaders’ creative behavior and organizational creativity was mediated by organizational creative climate.

The results may provide useful guidelines for organizations that put emphasis on creativity, both for leader recruitment and leader development.

The paper contributes to the creativity literature since it is one of the first to explore leader personality and leader creative behavior as predictors of creativity in organizations.

The purpose of this paper is to simultaneously examine individual‐ and team‐level predictors of workplace victimization by applying two‐level modeling. Previous workplace victimization research has primarily been conducted on the individual level of analysis, which may be insufficient when assessing organizational‐ and team‐level predictors of workplace victimization. The authors examined the relationships between target personality (Big Five personality factors), perceived stressors, work climate, and perceived workplace victimization.

The research was conducted in organizations within the restaurant sector; the data were obtained using questionnaires completed by employees and supervisors (n=207) in 70 restaurants.

A model that included all variables fitted the data well. However, individual‐level perceived stressors was the only variable that was significantly related to workplace victimization. The facts that our model included team‐level climate factors and individual‐level personality traits, and both individual‐ and team‐level victimization showed good fit to the data, with only one specific variable in the model showing any significant relationship with bullying, may indicate that bullying is more a consequence of the total risk factors than related to specific factors, on an individual or team level. Hence, it is the additive effect of the factors that matters more than each individual factor.

Of practical relevance is that the paper provides evidence that both individual and team‐level factors are related to workplace victimization, indicating that bullying cannot be prevented by focusing on clearly defined risk factors either on team or individual levels. As a manager, one must work on all aspects of the social working environment, including the total vulnerability of one's employees and their respective levels of work stress.

From a methodological viewpoint, the paper demonstrates that an analysis of clustered individual‐level data, without the application of proper multilevel analysis, may lead to biased results.