Beyond smiles and greetings: examining cultural intelligence and psychological capital among hotel frontline employees

The aim of this study is to examine the relationship between cultural intelligence (CQ) and psychological capital (PsyCap) among hotel employees responsible for guest services. Having this comprehension is crucial for improving visitor experiences and cultivating a strong and flexible workforce, especially considering the exceptional difficulties presented by the COVID-19 epidemic. Grounded in the Conservation of Resources (COR) theory and the Job Demand-Resources (J-DR) model, this study utilized the Cultural Intelligence 20-item instrument scale and the Psychological Capital 24-item scale to collect data from a sample of 150 employees working in guest service roles in the hotel industry. Data were analyzed using Partial Least Squares Structural Equation Modeling (PLS-SEM), allowing for the assessment of both the significance and magnitude of the observed relationships. The findings indicate that motivational and behavioral cultural intelligence have significant small-to-moderate positive effects on psychological capital, whereas cognitive and metacognitive dimensions are non-significant. This study addresses the scarcity of empirical research linking specific cultural intelligence (CQ) dimensions to psychological resources in non-Western service contexts by systematically examining their effects on psychological capital (PsyCap) in the hospitality sector. The findings of this study are essential for hotel managers as they can use them to develop specific training programs that enhance psychological resilience and adjust supervisory tactics to effectively address the changing requirements of the hospitality industry. The results indicate that prioritizing the improvement of motivational and behavioral cultural intelligence (CQ) can have a substantial impact on employees' psychological capital, resulting in enhanced service quality and increased guest satisfaction. By enhancing employees’ capacity to effectively engage and influence service interactions, managers may better leverage human capital to deliver high-quality service across culturally diverse customer contexts. This study advances understanding of the hospitality workforce by clarifying the differential roles of cultural intelligence dimensions in shaping psychological capital, offering a more precise account of how these psychological resources support adaptability and resilience within the hotel industry.