How is leadership related to employee self-concept?

In the field of leadership research, the relationship between leadership styles and follower self-concept was of great interests to researchers. The purpose of this study is to investigate how leadership styles such as transformational leadership, passive leadership and leader-member exchange (LMX) relate to employee self-concept. A total of 585 valid responses were collected from hotel front line employees in mainland China. The results showed that the effect of transformational leadership on self-concept was mainly mediated by LMX. The strong direct effects of LMX on levels of self-concept were also identified in this study. Theoretical and practical implications were provided based on the results of this study.     

Leadership research in the root of hospitality scholarship: 1960–2020

This study documents the intellectual structure and progress of hospitality leadership research over the past sixty years by presenting a perspective and conspectus. The authors use text mining analysis to explore topic highlights and how they have shifted over time. Leadership development has been the predominant feature followed by contemporary leadership behaviors. Of the eight leadership domains revealed by the co-citation and text mining analyses, four are associated with leadership styles, which in their turn impact on employees. LMX is the leading theme in hospitality leadership research, with growing attention to the darker side of leadership, particularly abusive supervision. The current study contributes to the hospitality literature by considering coverage of leadership issues since the 1960 s. Furthermore, it encompasses the evolution of hospitality leadership research from the development of theory to a focus on impacts, thereby providing crucial insights that may allow industry professionals to lead their organizations more effectively and efficiently.     

The effects of leadership style on employee well-being in hospitality

We conducted a study to test the notion that transformational leadership style is more effective than transactional leadership style by fostering employee well-being (enhancing quality of work life and life satisfaction as well as increasing organizational commitment and decreasing employee burnout. We surveyed 443 employees at 5-star hotels in Turkey. The results provide support for the positive effect of transformational leadership in the hospitality industry, which implies that hospitality managers should be trained to use a transformational leadership style to enhance employee well-being.     

To distribute leadership or not? A lesson from the islands

There is a dearth of literature in the area of tourism leadership. This article identifies the theoretical aspects of distributed leadership which features collective responsibility and collective flexibility, and argues how it might be advantageous for tourism firms in general. A longitudinal qualitative case study is used to consider different forms of distributed leadership and their impact upon organisational outcomes. The analysis is presented in terms of the presence or absence of distributed leadership within the case organisation. Evidence is provided of where this style of leadership would support success, but also identifies why it has been so hard to recognise this and then maintain and support it over time. It is argued that it may prove advantageous for tourism firms to actively consider whether distributed leadership would potentially offer increased organisational performance.     

The impact of the ‘Girls on the Move’ Leadership Programme on young female leaders’ self-esteem

Using findings obtained from an evaluation of the ‘Girls on the Move’ Leadership Programme in Scotland, this paper assesses the impact physical activity leadership courses and leading physical activities had on young women’s global self-esteem. While research has shown that engagement in youth development activities can contribute to an individual’s self-esteem, less is known about the impact of youth leadership on young people’s self-esteem. Based on pre-course and six-month follow-up surveys and using the Rosenberg self-esteem scale, it was found that increases in global self-esteem scores were highest in those that maintained an involvement in leading activities. The self-esteem of those attending training but not taking on leadership responsibilities remained largely unchanged. The findings indicate that youth leadership development has the power to make important contributions to the development of young people and youth development professionals should seek to provide meaningful leadership experiences for young people.     

Servant leadership,social exchange relationships,and follower's helping behavior: Positive reciprocity belief matters

This study examined how leader-member exchange (LMX) and team-member exchange (TMX) mediate the relationship between servant leadership and helping behavior. The bootstrapping results involving 300 five-star hotel employees and their 80 immediate supervisors revealed that (1) LMX and TMX respectively mediated the relationship between servant leadership and helping behavior, (2) positive reciprocity belief moderated the relationship between servant leadership and LMX, (3) positive reciprocity belief moderated the relationship between servant leadership and TMX. Furthermore, moderated mediation analysis demonstrates that (4) the mediated relationship linking servant leadership with helping behavior via LMX is stronger when positive reciprocity belief is high, and (5) the mediated relationship linking servant leadership with helping behavior via TMX is stronger when positive reciprocity belief is high. We discuss theoretical and practical implications and recommend future research.     

To be true or not to be true: authentic leadership and its effect on travel agents

This study examines authentic leadership and its impact on employees in the travel industry. Based on previous studies, the study proposes and tests a framework, in which four dimensions of authentic leadership influence two types of trust (supervisor trust and organizational trust), which in turn affect employee burnout. The data were collected by using a survey on travel agents in South Korea. The study finds that not all four dimensions of authentic leadership influence trust and that supervisor trust affects organizational trust. Trust is found to mediate the relationship between authentic leadership and employee burnout. The study offers theoretical implications and practical suggestions.     

To Empower or Not to Empower? Multilevel Effects of Empowering Leadership on Knowledge Hiding

It is widely acknowledged that knowledge hiding persists and has detrimental effects in service organizations. With organizations increasingly becoming team based, understanding the interactions between supervisor and team members especially how team- and individual-level empowering leadership behaviors influence followers’ knowledge hiding is important. Using data on 527 followers from 60 departments in 19 Chinese hotels, the study proposes a multilevel model to examine the manifestation of two types of empowering leadership (individual-focused and differentiated empowering leadership) and the dual-level processes on followers’ knowledge hiding. Results show that differentiated empowering leadership is positively related to followers’ knowledge hiding via group relational conflict, whereas individual-focused empowering leadership is negatively related to followers’ knowledge hiding via their psychological safety. In addition, follower’s psychological safety buffers the positive relationship between group relational conflict and followers’ knowledge hiding. We discuss the implications on both theory and practice of empowering leadership on knowledge hiding.     

Do emotions play a mediating role in the relationship between owner leadership styles and manager customer orientation,and performance in service environment?

This study examines the dynamic relationships among leadership style (transformational and transactional), emotion in service employees, customer orientation (dimensions of enjoyment and needs), and job performance. The study proposes a model based on existing literatures and examines the mediating role of service employees’ emotion in the relationship between leadership style and their customer orientation. The study found that all four elements of transformational leadership have a significant effect on positive emotion. Emotion is found to have a significant influence on both enjoyment and needs dimensions of customer orientation and to partially mediate the relationship between leadership style and customer orientation.     

Why does empowering leadership occur and matter? A multilevel study of Chinese hotels

To address the question of why empowering leadership occurs and matters, this study develops an integrated model including both antecedents and consequences of empowering leadership in hospitality organizations. Drawing on data from 558 employees and 86 department managers in 24 Chinese hotels, results of hierarchical linear modeling support person–situation interactionist theory by suggesting that top-level empowering leadership and middle-level leaders’ self-efficacy have main and interaction effects on middle-level empowering leadership. Main and mediation effect results support service profit chain theory and motivational and exchange-based models by demonstrating that middle-level empowering leadership has positive effects on employees’ service-oriented behaviors directly and indirectly, and employees’ psychological ownership mediates these indirect effects. This study is among the first to explore antecedents of empowering leadership from both personal and contextual perspectives, and mediation by psychological ownership in the relationship between empowering leadership and employee service-oriented behaviors.     

Understanding the leadership perceptions of staff in China's hotel industry: Integrating the macro- and micro-aspects of leadership contexts

The objective of this paper is to understand the leadership perceptions of staff in China's hotel industry. This study integrates the macro- and micro-aspects of leadership contexts by identifying the contextual variables that affect leadership perceptions. In leadership research, industry setting, the hierarchical levels of an organization, and national culture are recognized as the contextual constraints that affect leadership perceptions, and these constraints were used in this empirical study. Four factors emerged from the factor analysis of a survey study: professionalism; integrity; masculinity or yang; and femininity or yin. A key finding indicates that both the industry setting and the hierarchical levels of an organization affect professionalism. Implications for the training and development of future international hospitality leaders and local staff are considered.     

Being ignored at work: Understanding how and when spiritual leadership curbs workplace ostracism in the hospitality industry

Drawing on the conservation of resources theory, the present study theorizes that spiritual leadership is negatively related to workplace ostracism, both directly and indirectly via job social support and that employees’ justice orientation moderates the negative relationship between spiritual leadership and workplace ostracism. Based on time-lagged (three waves, two months apart) survey data collected from 252 hospitality employees, our findings reveal that spiritual leadership is negatively associated with workplace ostracism, both directly and indirectly via job social support. We also find that justice orientation strengthens the negative relationship between spiritual leadership and workplace ostracism. These findings not only highlight core theoretical contributions towards the existing literature on spiritual leadership, job social support, justice orientation, and workplace ostracism but also offer useful practical implications for hotel managers concerned about the repercussions of workplace ostracism for employees’ and organizations’ outcomes.     

Leadership styles,motivating language,and work engagement: An empirical investigation of the hotel industry

This study examines the relationship between leadership style (servant and transformational leadership), motivating language and work engagement. A sample of 391 lower and mid-level Bangladeshi hotel employees, selected via simple random sampling, participated in a cross-sectional survey. The mediating effects of motivating language regarding the association between the two leadership styles and work engagement were examined using partial least square-structural equation modelling. Both leadership styles and three types of motivating language have positive relationships with work engagement. Even though all three types of motivating languages mediate the link between servant leadership and work engagement, the link between transformational leadership and work engagement is only mediated by direction-giving and empathetic language. This study is novel in its application of the speech act theory to the investigation of the mediating effects of motivating language on the relationship between the two leadership styles and work engagement. Practical and theoretical contributions are also discussed.     

Recontextualising gender in entrepreneurial leadership

Drawing on the literature examining the nexus between gender, entrepreneurial leadership and entrepreneurial performance, this article critically explores a framework for analysing the role of gender in shaping entrepreneurial performance and leadership in tourism firms in a non-western context. Utilising a poststructural feminist lens that challenges normative accounts of entrepreneurial leadership practices, a qualitative analysis of interview data from tourism entrepreneurs in Ghana and Nigeria provides evidence of how entrepreneurial performances and leadership are gendered, fluid and constantly being negotiated. The article extends current discussions within tourism entrepreneurship to engage more meaningfully with gender, thereby assisting in deconstructing homogenous, fixed conceptualisation of entrepreneurial leadership - often evident within the broader leadership and entrepreneurship literature dominated by Anglo-Western approaches.     

Leadership Competencies for Hotel General Managers: The Differences in Age,Education, and Hotel Characteristics

This study was designed to explore the leadership competencies necessary for general managers (GM) in Thailand hotels. The exploratory factor analysis extracted six leadership competency components: leadership, motivational/interpersonal skills, strategic orientation, planning and implementation, team building and ethics, communication skills, flexibility, and concern for the community. The results showed that team building and ethics, leadership, and communication skills are the most important factors for the GMs. In contrast, flexibility and strategic orientation were the least important competencies for them. There were significant differences between leadership competency factors and GMs’ age, education, hotel stars, and hotel locations in diverse aspects.     

Deterrence and leadership factors: Which are important for information security policy compliance in the hotel industry

Hotels have developed information security policies to deal with information security incidents, and managers are interested in how to enhance employees' compliance with these policies. This study examines how deterrence perception and managers' leadership influence employees' intention to comply with information security policies. Two rounds of surveys were conducted to collect data from Chinese hotel employees. The results show that perceived deterrent certainty has a positive effect. On the other hand, ethical leadership has a significant indirect effect with the second-round compliance intention. Abusive supervision does not have positive effects, even when managers' intent is motivational. Our study is among the first to examine the effect of managers' leadership on information security compliance intentions in the hotel industry. Our study also provides important strategic guidelines for by informing hotel managers that ethical leadership should be practiced as a means of enhancing employees' information security policy compliance.     

Fostering absorptive capacity and facilitating innovation in hospitality organizations through empowering leadership

Empowering leadership facilitates a high-quality exchange of knowledge among employees. Although existing research highlights important contributions of empowering leadership at an employee level, there is little understanding of organizational mechanisms that benefit from this type of direction. Specifically, this study examined the connection of empowering leadership to the abilities of hospitality organizations to acquire and apply knowledge, namely absorptive capacity. Also, the relationships between absorptive capacity and multidimensional organizational innovation have been scarcely investigated. To bridge the research gap, this study used a time-lagged data collection method and examined a proposed structural model using the R Lavaan package. The results revealed empowering leadership had a positive relationship with potential and realized absorptive capacity. Absorptive capacity had a positive relationship with the product, process, and administrative innovation. Also, empowering leadership was indirectly associated with innovation through potential and realized absorptive capacity. Accordingly, contributions and implications of this study were discussed.     

How and when servant leaders fuel creativity: The role of servant attitude and intrinsic motivation

Workplace creativity is critical to stay ahead in the current competitive hospitality industry. Recent research has suggested that servant leadership fosters creativity. However, there is a lack of research into the mechanisms and situations that make this link possible. This paper examines (1) employee servant attitude as a mediator in the servant leadership–employee creativity relationship, and (2) the role of intrinsic motivation in both the direct and the mediated relationship. Using structural equation modeling to analyze a sample of 259 hotel employees in Spain, we found that servant attitude is one of the mechanisms servant leaders use to foster creativity, and that this mediating role of servant attitude is strengthened as employee intrinsic motivation increases. However, when intrinsic motivation decreases, the mediation reverts and the leadership–employee creativity relationship becomes significant again. New light is shed on how and when servant leadership is most effective in fostering hotel staff creativity.     

支持型领导与授权氛围对旅游企业员工服务质量的影响

文章基于对我国52个旅游企业进行的实证研究,同时检验企业层次变量（企业的支持型领导氛围、授权氛围、员工服务行为评估氛围）和部门层次变量（部门的支持型领导氛围、心理受权氛围）对员工服务质量的影响。多层次线性模型分析结果表明,企业和部门的支持型领导氛围、部门的心理受权氛围和员工的心理受权对员工的服务质量都有显著的正向影响。此外,企业的支持型领导氛围会调节部门的支持型领导氛围、心理受权氛围和员工的工作满意感对员工服务质量的影响,部门的支持型领导氛围会调节员工的角色模糊、心理受权和工作满意感对服务质量的影响,部门的心理受权氛围会调节员工的角色负担过重对服务质量的影响。     

Transformational leadership and turnover intention: The mediating effects of trust and job performance on café employees in Thailand

ABSTRACT

Immediate managers are the number one predictor of employee turnover. Immediate managers’ transformational leadership style might reduce turnover intention through the employees’ trust in their manager and their perceived job performance. To support the contention, a study was conducted among 187 employees of cafés in Bangkok, hypothesizing that transformational leadership would negatively predict turnover intention and that trust and job performance would mediate the relationship between transformational leadership and turnover intention. Results support the hypotheses. Transformational leadership seems to have an impact to reduce turnover intention and organizations may benefit from development programs to instill transformational leadership style among their immediate managers.