Lin, MeizhenLing, Qian2024-05-172024-05-172021https://thuvienso.hoasen.edu.vn/handle/123456789/15265Journal of Hospitality and Tourism Management 46 (2021) 104–113This study explores and tests the role of top-level supportive leadership on both individual and group members in hospitality and tourism firms, examining the trickle-down model of top-level supportive leadership through not only middle-level supportive leadership, but group cohesion and also moderation of top-level supportive leadership on both middle-level supportive leadership–service quality and group cohesion–service quality relationships, which extend and enrich the trickle-down model of leadership. Hierarchical linear modeling was used to assess a sample of 2009 employee–supervisor pairs across 112 departments in 35 Chinese hospitality and tourism firms. The results suggest that top-level supportive leadership relates positively to employees’ service quality, which trickles down through middle-level supportive leadership, excepting group cohesion; top-level supportive leadership strengthens the positive effect of middle-level supportive leadership on employee service quality, triggering positive effects of group cohesion.enHierarchical linear modeling,Supportive leadership,Group cohesion,Service qualityArticle