The purpose of this study is to provide a theoretical framework that demonstrates how psychological capital (PsyCap) can simultaneously mediate the effects of servant leadership (ServL) and authentic leadership (AuthL) on employee engagement in the workplace. This study examines whether AuthL better explains PsyCap and workplace engagement from the perspective of Generation Z (Gen Z) than ServL, although recent research shows that ServL and AuthL correlate well with Generations X and Y, respectively. In addition, there is limited research on the above aspects in the hospitality industry. These studies either have a very limited sample, contradictory results in their own context, or contradictory results in the same industry regarding the above relationships. This study will attempt to shed light on these contradictory findings. The researchers surveyed 393 members of Gen Z working in the hospitality business in one of Russia’s most popular destinations, Krasnodar. Data were analyzed using structural equation modeling, bootstrap analysis and descriptive statistics. Although both leadership styles have a positive impact on PsyCap and work engagement (WorkE) of Gen Z employees, AuthL has a greater impact on PsyCap and work engagement than ServL, according to the results. PsyCap was found to mediate the relationship between the two leadership styles and frontline Gen Z employees, and the study also found that it influenced overall Gen Z performance. The influence of PsyCap on the job engagement of Gen Z employees in the Russian hospitality industry is examined.

The study aims to contribute to tourism literature and the Norwegian hospitality industry by integrating and mapping guests’ green hotel experiences. Hence, the study deploys mix-methods to aid in depicting guest preferences and perspectives on Norwegian green hotels. Accordingly, these experiences are represented with 1575 guests’ venue-specific generated contents (UGC) found within designated hotel pages of TripAdvisor. Scholars conducted descriptive analysis on guest ratings, machine-learning integrated content analysis to map harmonious and divergent qualities of venue-specific green hotel experiences, and explored users’ community profiles to enrich and reveal further similarities with guest demographics. Consequentially, the study unveiled key themes and concepts relevant to guests’ satisfaction with nine Norwegian green hotels and attributed qualities. Accordingly, the study revealed ten key themes, namely “hotel”, “room”, “food”, “location”, “staff”, “stay”, “service”, “recommend”, “value”, and “experience”. To exemplify, the majority of guests were found to be satisfied with their attributed qualities. Regarding hotel themes, guests were dissatisfied with green practices, booking, check-in, and other aspects of attribution. To contribute, the study offers valuable insights for practitioners and provides theoretical implications. Green hoteliers of Norway should firmly grasp green practices, as improvements and diversification strategies with green practices must be present for both online and embodiments of their venues. In an ever-evolving world of digital presence, practitioners must sustain relevance with UGC content encompassing guest experiences.

While there is evidence of job-related antecedents of work engagement, there is little information in the relevant literature on cross-domain effects. The purpose of this empirical study is to examine this under-researched aspect by analyzing data from the conservation of resource theory and the job-demand resource model. A moderated mediation model is proposed wherein COVID-19, the fear reduces service employees’ work engagement through job insecurity, and safety leadership acts as the supportive construct to cope with adverse effects of the pandemic on mentioned outcomes. The research, based on the experiences of 376 Norwegians working in the service sector, found that: the fear of COVID-19 had a major deterrent effect on employee engagement. One of the reasons for this relationship was job insecurity, which acted as a mediator between the COVID-19 fear and engagement, in work. In addition, the moderating role of the safety leadership in the relationship between COVID-19 anxiety and worker engagement was confirmed. In other words, workers who were under the supervision of safety leaders had lower links between these concepts, even if they were indirectly linked through job insecurity. With regard to the stress-related effects of COVID-19 on service personnel’s perceptions, attitude, and actions regarding their jobs and conditions of employment, this study has both theoretical and managerial implications. It also expands upon the existing understanding of how managers can handle such negative consequences. The limitations of the study’s contextual scope and sampling procedure of the study are discussed.