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This study examines how two error cultures (error management and error aversion) influence customer-oriented behavior through negative affectivity and job satisfaction. We collected two samples: one for the error-aversive scale validation (n = 140) and the other for the conceptual model (n = 381). All responses are from contact employees working for mid-scale to luxury hotels in a metropolitan city in China. The findings reveal that mid-scale hotels are more error-averse than upscale hotels; upscale and luxury hotels are more inclined to error-management than mid-scale hotels. Further, error strains and error cover-up do not converge as lower-order constructs for error aversion; cover-up appears to be the truly opposite of error management. Cover-up along with strains decreases customer-oriented behavior through negative affectivity. In contrast, error management increases customer orientation through job satisfaction. This study contributes to the literature of organizational error culture by incorporating two opposite error cultures into the proposed model. [ABSTRACT FROM AUTHOR]

Although previous research has shown that servant leaders can inspire their subordinates to perform better, few studies have investigated the mechanisms that influence supervisor-subordinate guanxi (SSG). In line with theories of social exchange, conservation of resources, and social identity, this research proposes a moderated mediation framework testing the links among servant leaders, psychological safety, SSG, and organizational identification. The bootstrap findings from 323 hotel staff in China showed that 1) servant leadership directly promotes SSG and psychological safety; 2) psychological safety mediated the relationship between servant leadership and SSG; and 3) subordinates' positive organizational identification moderated the relationship between psychological safety and SSG. Moreover, the moderated mediation analysis demonstrates that the mediated relationship linking servant leadership with SSG via psychological safety is stronger when subordinates identify closely with their organization. This research sheds light on how servant leaders in the lodging industry can improve SSG. • Servant leadership directly promotes SSG and psychological safety. • Psychological safety has a mediating effect on supervisor-subordinate guanxi. • Organizational identification moderates the relationship between psychological safety and SSG. • Organizational identification moderates the indirect effect of servant leadership on SSG. [ABSTRACT FROM AUTHOR]