scholarly journals Transformational Leadership in the Hospitality Industry

1994 ◽  
Vol 18 (1) ◽  
pp. 49-63 ◽  
Author(s):  
Timothy R. Hinkin ◽  
J. Bruce Tracey
2008 ◽  
Vol 27 (7) ◽  
pp. 708-726 ◽  
Author(s):  
Hakan Erkutlu

PurposeThe purpose of this paper is to examine the influence of leadership behaviors on both organizational and leader effectiveness at boutique hotels.Design/methodology/approachA total of 722 subjects (60 managers and 662 non‐managerial employees) participated in this study from 60 boutique hotels. Participants were told that the study was designed to collect information on the leadership styles used by managers and on the satisfaction and commitment of employees in the hospitality workforce. Multifactor Leadership Questionnaire, Organizational Commitment Questionnaire and Job Descriptive Index were used to assess leadership behaviors of the boutique hotels' first‐line managers and commitment and satisfaction levels of employees, respectively.FindingsThere are significant relations between leadership behaviors and both organizational and leadership effectiveness. The findings support the suggestion in the literature that transformational leadership behaviors stimulate organizational commitment and job satisfaction in the hospitality industry.Research limitations/implicationsThere are several limitations that could be future research topics, such as hotels' source of funding, demographic characteristics of the participants. There is a question about the generalizability of these findings to other hospitality organizations such as four or five‐star hotels.Originality/valueThis paper explores an aspect of leadership in the hospitality industry that is often neglected. It provides compelling evidence for the importance of continuing the efforts to understand the nature of the leadership behaviors‐effectiveness connection.


Tourism ◽  
2021 ◽  
Vol 69 (1) ◽  
pp. 19-31
Author(s):  
Lütfi Sürücü ◽  
Ahmet Maşlakcı ◽  
Harun Şeşen

The purpose of this research is to contribute to improving the quality of service in the hospitality industry by helping to understand profoundly the premises of innovative behaviour. For this purpose, a conceptual model including transformational leadership, leader member exchange and innovative behaviour is proposed. To test the research model, data were obtained from the employees of 5-star hotels in Muğla, Turkey (n = 281). The data were analysed with the IBM SPSS 23 program. As a result of the Process Macro analysis, it was discovered that the transformational leader positively influenced innovative behaviour and leader member exchange had a mediating role in this relationship. Our research helps us to understand profoundly the pioneers of innovative behaviour, and will increase managers' awareness by making managerial suggestions to improve service quality in hotels.


2020 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mahnoor Hai ◽  
Shahid Latif ◽  
Ahmad Raza Bilal ◽  
Bilal Ahmad

PurposeThe purpose of this study is to advance the prevalent leadership–creativity perspective by examining respectful engagement as a missing link between transformational leadership and employees creativity in the tourism and hospitality industry of Pakistan.Design/methodology/approachData were collected from 288 supervisor–subordinate dyads of hotel and tourism industry in Pakistan. Partial least square structural equation modeling (PLS-SEM) technique was used to validate the measurement model and to test the proposed hypotheses using SmartPLS 3.0.FindingsThe results suggest that transformational leadership and respectful engagement are significantly related and that respectful engagement fosters employee creativity. The study further confirmed that respectful engagement mediates the relationship between transformational leadership and employee creativity.Practical implicationsBesides theoretical contribution, the study has several managerial implications for the tourism and hospitality industry. Globally, in the tourism and hospitality industry, the service selling proposition is largely based on creativity. Hence, the study suggests the managers of tourism and hospitality industry should adopt a transformational leadership style to achieve a sustainable competitive advantage of creativity. The study further recommends the managers capitalize on their transformational leadership style to observe respectful engagement in the workplace, which in turn can encourage employees to behave creatively.Originality/valueTheoretically, this paper contributes to the existing body of knowledge in a couple of ways. Firstly, while several empirical studies have discussed the impact of transformational leadership on employee creativity, and various mediating models have also been tested in this regard, little effort has been made to study the links between transformational leadership and employee creativity despite existing awareness about the importance of respectful engagement for employee creativity. Thus, the current study examines employee creativity with the lens of transformational leadership and respectful engagement. Secondly, the study integrates the theories of transformational leadership, employee engagement and employee creativity.


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