Managerial Control as Moderation in the Link between Authentic Leadership, Sabotage Behavior and Destination Sustainability

Abstract

Recently, the central government has agreed to relocate the Indonesian Capital City (IKN). The tourism market plays a vital role in various regions, including the new IKN. To capitalize on this opportunity, tourism stakeholders must prepare for effective management. Understanding the impact of authentic leadership on sabotage and sustainability behaviours, particularly through the lens of managerial control, is essential for comprehending how a transparent and honest leadership style can mitigate destructive behaviours and promote sustainable practices within organizations. Moderation of managerial control is crucial for understanding the extent to which supervision can either strengthen or weaken the influence of authentic leadership on various behaviours. The objective of this study is to examine the relationship between authentic leadership, sabotage behaviour, and destination sustainability, with managerial control serving as a moderating factor. The case study involves 681 tourists who have visited Titik Nol Nusantara. By employing moderated regression analysis, five point findings were identified. First, authentic leadership negatively impacts sabotage behaviour. Second, sabotage behaviour adversely affects destination sustainability. Third, managerial control has a negative effect on destination sustainability. Fourth, authentic leadership influences sabotage behaviour indirectly through managerial control. Fifth, sabotage behaviour impacts destination sustainability indirectly via managerial control. The uniqueness of this study lies not only in its focus on authentic leadership and managerial control but also in its examination of intentional employee misconduct, such as sabotage within the context of applying leadership theory to sustainable tourism management. Future research should consider the novelty of the existing variables.