scholarly journals How leadership affects organisational citizenship behaviour – a study of independent hotels

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Alireza Nazarian ◽  
Peter Atkinson ◽  
Pantea Foroudi ◽  
Rezvan Velayati ◽  
Dilini Edirisinghe ◽  
...  
Keyword(s):  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Organisational Culture ◽  
Culture Conditions ◽  
Content Type ◽  
Independent Hotels ◽  
Hotel Managers ◽  
The Relationship ◽  
Do So

Purpose The purpose of this paper is to examine the factors that managers in independent hotels can influence to improve organisational citizenship behaviour (OCB) by examining the relationship between leadership style and OCB through newly developed balanced organisational culture and trust variables. Unlike most studies, which have been on chain hotels, this study investigates these relationships in independent hotels in Iran. Additionally, organisational size was also included in the study. Design/methodology/approach Using information from Ministry of Cultural Heritage, Handicrafts and Tourism, 160 independent hotels were identified and approached. A survey was assembled using well-known instruments. In total, 392 usable questionnaires out of 1,150 distributed were collected from employees and analysed using structural equation modelling. Findings Contrary to previous studies, it was found that in this context, neither transformational nor transactional leadership affects trust directly but only through balanced organisational culture, and only transactional leadership had a direct relationship with OCB. Also, organisational size had a moderating effect on the relationship between trust and OCB. Originality/value The authors add to the theoretical literature dealing with the different behaviour of constructs developed in a Western context in other contexts and suggests that hotel managers in a collectivist culture, like Iran, who want to build OCB can do so by creating organisational culture conditions (Balanced Organisational Culture) that foster trust between managers and their subordinates.

scholarly journals Finding the right management approach in independent hotels

2019 ◽  
Vol 31 (7) ◽  
pp. 2862-2883 ◽  
Author(s):  
Alireza Nazarian ◽  
Peter Atkinson ◽  
Pantea Foroudi ◽  
Karen Dennis
Keyword(s):  
Leadership Style ◽  
Structural Equation ◽  
Management Approach ◽  
Snowball Sampling ◽  
Content Type ◽  
Organisational Effectiveness ◽  
Independent Hotels ◽  
The Right ◽  
Reward Mechanism ◽  
The Impact

Purpose This study aims to identify factors that managers can influence to improve effectiveness by examining the relationship between leadership and effectiveness in small and medium-sized independent hotels. Design/methodology/approach In total, 272 valid questionnaires were collected from managers of 83 small and medium-sized independent hotels in the Netherlands by using selective and snowball sampling techniques. A two-stage structural equation modelling approach was used to test the hypotheses. Findings Surprisingly, in contradiction to previous studies, neither transactional nor transformational leadership had a direct effect on organisational effectiveness. Instead, the effect was through the intervening variables of ability to acquire resources and reward mechanisms. Research limitations/implications The contradiction between this and previous studies may be due to the fact that constructs used in this study do not have the universal applicability that is customarily assumed and further investigation is needed. Practical implications This study suggests that managers in this type of hotel, first, should be adaptable in their leadership style and not rely on transactional leadership alone; second, managers must pay attention to resource acquisition; and third, managers must retain staff by using the right reward mechanism. Originality/value This study contributes to the literature of leadership and effectiveness in small and medium-sized independent hotels by being the first to focus on the impact of ability to acquire resources and reward mechanism. It also makes an important contribution to the growing body of hospitality literature that probes the supposed universal validity of organisational studies’ constructs.

Leadership style and the process of organizational change

2015 ◽  
Vol 36 (1) ◽  
pp. 2-16 ◽  
Author(s):  
Ann-Louise Holten ◽  
Sten Olof Brenner
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Structural Equation ◽  
Content Type ◽  
Long Term Effect ◽  
Transformational And Transactional Leadership ◽  
Using Data ◽  
Reactions To Change

Purpose – The purpose of this paper is to identify processes which may contribute to followers’ positive reactions to change. By focusing on the relationship between change antecedents and explicit reactions, the authors investigate the direct and indirect relationships between leadership styles (transformational and transactional) and followers’ appraisal of change through manager engagement. Design/methodology/approach – Using data from a longitudinal survey among 351 followers in two Danish organizations, the study tracked the planned implementation of team organization at two different times. Data were analyzed using structural equation modelling. Findings – Transformational and transactional leadership styles were positively related to the engagement of managers. Managers’ engagement was associated with followers’ appraisal of change. The two leadership styles also had a direct, long-term effect on followers’ change appraisal; positive for transformational leadership and negative for transactional leadership. Practical implications – The results have potential implications for change management, as followers’ change appraisal may be improved by developing managers’ leadership style and engagement. Originality/value – This is the first study to provide longitudinal evidence of the direct and indirect effects of leadership styles on followers’ change appraisal.

Transactional leadership and success of international development projects (IDP): mediating effects of cooperative style to conflict resolution and team potency

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Seydou Sané ◽  
Pascaline Abo
Keyword(s):  
Conflict Resolution ◽  
International Development ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Development Projects ◽  
Content Type ◽  
Mediating Role ◽  
Team Potency ◽  
Transactional Leadership Style ◽  
The Relationship

Purpose This study aims to examine the mediating role of cooperative style to conflict resolution and team potency in the relationship between transactional leadership style and the success of international development projects (IDP). The study draws on full range leadership theory and contextualizes transactional leadership style to the IDP environment. Design/methodology/approach A questionnaire survey was administered to a convenience sample of 111 IDP managers in Benin. The data obtained from the survey were subjected to principal component analysis using the SPSS and confirmatory factor analysis using XLSTAT-PLSM. The research hypotheses are tested according to the partial least squares method. Findings The hypothesis test shows that transactional leadership has a direct and indirect positive influence (through team potency) on the success of IDP. Contrary to the cooperative style of conflict resolution, team potency plays a partial mediating role in the relationship between transactional leadership and the success of IDP. Also, considering the effect of the specific dimensions of transactional leadership on the success of IDP, only the “active management by exception” dimension influences directly and indirectly (through team potency) on the latter. Practical implications As a result, this research is of great value to IDP managers who are aware of the positive consequences associated with transactional leadership without knowing the role played by its dimensions. Indeed, it provides them with information necessary to identify the appropriate transactional leadership behaviors to improve the success of projects. Originality/value The relevance of this study is to consider team potency as intermediary mechanisms between transactional leadership and the success of IDP and examine the effect of the dimensions of transactional leadership on the success of IDP by integrating the mediating action of team potency. Besides, this research highlights a mechanism through which transactional leadership influences the success of IDPs and shows that the use of the construct of transactional leadership rather than its specific dimensions does not capture the specificities of the mechanism that links transactional leadership and its consequences.

Leadership styles, goal clarity, and project success

2018 ◽  
Vol 39 (2) ◽  
pp. 309-323 ◽  
Author(s):  
Muhammad Mustafa Raziq ◽  
Felipe Mendes Borini ◽  
Omer Farooq Malik ◽  
Mansoor Ahmad ◽  
Mehwish Shabaz
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Project Success ◽  
Active Management ◽  
Content Type ◽  
Goal Clarity ◽  
Transactional Leadership Style ◽  
Underlying Mechanisms ◽  
The Relationship

Purpose The purpose of this paper is to examine the mediating role of goal clarity in the relationship between leadership styles and project success. The paper draws on full-range leadership theory, and contextualizes leadership styles such as transformational leadership style, and transactional leadership style (active management by exception, and contingent reward) to temporary project environment. Design/methodology/approach Data are collected (in year 2017) from 248 individuals working in ten large project-based organizations from different sectors, each having multiple units in Pakistan. Respondents comprise functional managers and individuals (who have lead or worked on projects), as well as dedicated project managers. Findings Goal clarity partially mediates the relationship between transformational leadership style and project success. However, in case of the transactional leadership style, there is no mediation as transactional leadership style is not associated with goal clarity. Furthermore, contingent reward is positively associated to project success, while active management by exception is negatively associated to project success. Originality/value Research suggests that the underlying mechanisms of the relationship between leadership styles (transactional and transformational) and project success are less clear and need to be further explored. This study contributes to literature by answering such calls, and examines possible underlying mechanisms (i.e. goal clarity) in the relationship between leadership styles and project success.

The moderating effects of gender and income between leadership and quality of work life (QWL)

2018 ◽  
Vol 30 (3) ◽  
pp. 1419-1435 ◽  
Author(s):  
Derya Kara ◽  
Hyelin (Lina) Kim ◽  
Gyumin Lee ◽  
Muzaffer Uysal
Keyword(s):  
Leadership Styles ◽  
Transactional Leadership ◽  
Leadership Style ◽  
Moderating Effect ◽  
Quality Of Work Life ◽  
Moderating Effects ◽  
Content Type ◽  
Quality Of Work ◽  
The Relationship

Purpose The purpose of this study is to explore the moderating effects of gender and income on the relationship between leadership style and quality of work life (QWL). This study provides meaningful implications for the hospitality industry in terms of gender and income between leadership and QWL. Design/methodology/approach Data are collected from five-star hotel employees (n = 443) in Turkey. The hypotheses are tested using hierarchical linear regression. The independent and dependent variables used to test the hypotheses involving the dependent variable of QWL are centered prior to the empirical analysis to avoid potential multicollinearity. Findings Transformational and transactional leadership styles were significant predictors of QWL, controlling for the demographic variables (i.e. age, employment statistics and education level), but gender and income were not significant antecedents of QWL. When it comes to the interaction effect of leadership styles and gender, gender showed a statistically significant moderating effect between transformational leadership and QWL, but not between transactional leadership and QWL. Income had a statistically significant moderating effect between both leadership styles and QWL. Practical implications The findings of the study potentially affect hotel management by identifying the moderating effect of gender and income of the employees and demonstrating how quality of life of the employees can be improved by leadership styles of managers. Originality/value Previous literature has addressed the issue of leadership and its outcomes. However, there has been limited research on examining the relationship among gender, income, leadership style and QWL in the case of hospitality management.

Transformational leadership and trust in leadership impacts on employee commitment

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Yue Yuan ◽  
Haiyan Kong ◽  
Tom Baum ◽  
Yining Liu ◽  
Chao Liu ◽  
...  
Keyword(s):  
Transformational Leadership ◽  
Organizational Commitment ◽  
Leadership Style ◽  
Structural Equation ◽  
Affective Commitment ◽  
Equation Modeling ◽  
Positive Contribution ◽  
Content Type ◽  
Trust In Leadership ◽  
The Relationship

Purpose This paper aims to explore the effects of leadership style and trust in leadership on employees’ affective commitment under the epidemic situation. Design/methodology/approach A total of 580 valid questionnaires were collected online targeting the hospitality and tourism employees working from home during the particular period of the COVID-19 Coronavirus crisis. Structural equation modeling was used to analyze the data with AMOS software. Findings The findings indicated that perceived transformational leadership was a positive predictor of trust in leadership and affective commitment. In addition to the positive contribution to commitment, trust in leadership also mediated the relationship between transformational leadership and organizational commitment. Originality/value The current study contributes to the literature on leadership and organizational commitment. The results of this study may provide a valuable guide to organizations, leaders and young employees.

The relationship between empowerment and the three-component model of organisational commitment: an empirical study of Thai employees working in Thai and American airlines

2017 ◽  
Vol 11 (2) ◽  
pp. 227-242 ◽  
Author(s):  
Thanawut Limpanitgul ◽  
Pattana Boonchoo ◽  
Somboon Kulviseachana ◽  
Supawadee Photiyarach
Keyword(s):  
Structural Equation ◽  
Affective Commitment ◽  
Cross Sectional Study ◽  
Organisational Culture ◽  
Three Dimensions ◽  
Organisational Commitment ◽  
Cross Sectional ◽  
Content Type ◽  
The Relationship

Purpose The purpose of this paper is to empirically examine the moderating role of organisational culture on the relationship between empowerment and the three dimensions of organisational commitment amongst flight attendants working in a collectivist organisation and an individualist organisation. Design/methodology/approach Data were collected from a sample of 439 Thai cabin service attendants from two major flag-carrier airlines (one based in Thailand and the other based in the USA) using self-administered questionnaires. Structural equation modelling was utilised to examine the hypotheses. Findings Overall, the findings revealed associations between empowerment and organisational commitment in both sample groups. Nonetheless, the extent and direction to which empowerment influenced the different dimensions of organisational commitment differed significantly. Research limitations/implications Cross-sectional study of Thai employees may limit generalisability of the findings to other contexts. Practical implications In use of empowerment for developing employee commitment to organisation, practitioners should take organisational culture into consideration. As such, relationship is weakened or strengthened based on whether the organisation is more individualist- or collectivist-oriented in its organisational culture. In an individualistic context, organisations can foster affective commitment through empowerment more easily than in a collectivist context. On the contrary, in a collectivist organisational context, it is easier to build normative commitment among employees through empowerment than to do it in an individualist context. Originality value Provide empirical evidence in regards to the role of organisational culture in conditioning the relationship between empowerment and organisational commitment in a non-Western context.

The relationship between leadership styles and employee-driven innovation: the mediating role of leader–member exchange

2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Chukwuemeka K. Echebiri ◽  
Stein Amundsen
Keyword(s):  
Leadership Styles ◽  
Leadership Style ◽  
Structural Equation ◽  
Banking Sector ◽  
Negative Relationship ◽  
Leader Member Exchange ◽  
Content Type ◽  
Member Exchange ◽  
Endogenous Variables ◽  
The Relationship

PurposeThe purpose of this study is to explore the association of two opposite leadership styles with employee-driven innovation and how the leader–member exchange mediates these relationships.Design/methodology/approachThe authors used online surveys administrated in two waves to collect data from 315 employees working in the banking sector in Norway. Exogenous variables, which include empowering and directive leadership styles, were measured at time 1, while the endogenous variables of the leader–member exchange and employee-driven innovation were measured at time 2. The data were analysed using structural equation modelling.FindingsThe findings confirmed that empowering leaders are more likely to have a positive relationship with their subordinates and in turn, stimulate employee-driven innovation. Conversely, the directive leadership style was found to have a negative relationship with the quality of the relationship between leaders and subordinates. It was also found that the association of directive leadership with employee-driven innovation was negative and indirect through the leader–member exchange.Research limitations/implicationsThe data for the study were collected from a single organisation, which limits the generalisability of the study. Several other leadership styles were not covered in this study.Originality/valueThis paper provides empirical evidence to support the association between leadership styles and employee-driven innovation. Analyses of these relationship types are unavailable in the employee-driven innovation literature.

Effect of online hotel reviews on the relationship between defender and prospector strategies and management controls

2020 ◽  
Vol 13 (12) ◽  
pp. 3721-3745
Author(s):  
Daiane Antonini Bortoluzzi ◽  
Rogério João Lunkes ◽  
Edicreia Andrade dos Santos ◽  
Alcindo Cipriano Argolo Mendes
Keyword(s):  
Structural Equation ◽  
Online Reviews ◽  
Management Control ◽  
Equation Modeling ◽  
Content Type ◽  
Customer Evaluations ◽  
Negative Effect ◽  
Management Controls ◽  
Hotel Managers ◽  
The Relationship

Purpose This study aims to analyze the effect of online hotel reviews on the relationship between defender and prospector strategies and management control system (MCS) design. Design/methodology/approach To conduct the study, this paper administered a questionnaire to large Brazilian hotels and analyzed data from 204 hotels using structural equation modeling and fuzzy logic. Findings The main results show that online hotel reviews have a positive and significant effect on the relationship between prospector strategy and personnel and action control. In contrast, online reviews have a negative effect on the relationship between defender strategy and personnel, action and results controls. Thus, it is confirmed that online reviews change the relationship between strategy and MCS design. Practical implications The results show that online reviews play an important role in the decisions of hotel managers regarding MCS design. Customer demand evaluations, which are regularly available online on analysis websites, help managers adapt the MCS design, ensuring that their actions are aligned with the adopted strategy. This study adds to previous studies by showing that hotel managers use the information from customer evaluations to improve their performance. Originality/value The management literature based on the contingency theory indicates that strategy is a variable that affects MCS design. This study extends this discussion by indicating that online reviews, specifically in the hotel industry, can also be a determining factor in defining management controls. In addition, this paper points out that OHR impacts differently, depending on the strategy used and the type of management control.

scholarly journals Leaders or organisations?

2020 ◽  
Vol 32 (6) ◽  
pp. 2055-2074
Author(s):  
Alireza Nazarian ◽  
Peter Atkinson ◽  
Pantea Foroudi ◽  
Dilini Edirisinghe
Keyword(s):  
Servant Leadership ◽  
Leadership Style ◽  
Tourist Industry ◽  
Traditional Values ◽  
Developed Country ◽  
Content Type ◽  
Personal Leadership ◽  
Independent Hotels ◽  
Expatriate Managers ◽  
Hotel Managers

Purpose Managers of independent hotels need to maximise organisational citizenship behaviour (OCB) among employees to gain sufficient competitive advantage in an increasingly competitive environment, so it is important to understand what affects it. To achieve this, the purpose of this paper is to test if servant leadership, OCB and other related constructs have the same relationships between them in two contrasting parts of the world. Design/methodology/approach Survey data were gathered from managers of independent hotels in Spain (451) and Iran (429). Spain was selected because it is a developed country that is a leading destination for tourists. Iran was chosen as a contrast, as it is a developing country with a growing tourist industry. Findings The findings show that Spain and Iran demonstrate different patterns of relationships in the selected variables, suggesting that Iranians trust their leaders more than the organisational systems, whereas the Spanish trust organisational systems more than their leaders. These results are consistent with Spanish culture having higher individualism than Iranian culture. They are also consistent with Iranian culture prioritising traditional values, such as personal loyalty to managers, and Spanish culture prioritising modern values, such as impersonal rules and objective processes. Research limitations/implications This study suggests that leadership and justice affect OCB in different ways where modern values prevail compared to where traditional values prevail. It suggests that managers of independent hotels in Iran should follow the example of Spanish hotel managers by adopting more objective and fair procedures while showing that inward investors and expatriate managers in Iran should be aware of the importance of personal leadership style. Further research is needed in different countries and regions to improve the generalisability of our findings. Originality/value This study contributes to the literature on the application of the servant leadership construct, which was developed in the West, to other regional contexts. It also adds to the literature of independent hotels, which is an important yet under-researched part of the hospitality industry.

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