A meta-analysis of transformational leadership in hospitality research

Gui, Chenglin; Luo, Anqi; Zhang, Pengcheng; Deng, Aimin

doi:10.1108/ijchm-05-2019-0507

Cited by 81 publications

(79 citation statements)

References 74 publications

(146 reference statements)

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“…In addition, the finding demonstrates how manager’s efficacy promotes or inhibits the effect of technological turbulence on employee resilience through employees’ openness and resistance to change. Supporting this, studies noted that leadership determines the level and extent of employees’ and organizations’ intention and ability in coping with crisis and turbulent business environments in hospitality (Chang and Busser, 2020; Giousmpasoglou et al , 2021; Gui et al , 2020).…”

Section: Conclusion and Theoretical Implicationsmentioning

confidence: 93%

Development of employees’ resilience in technologically turbulent environments: probing the mechanisms of consonance–dissonance and crisis leadership

Senbeto

Hon

2021

IJCHM

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Purpose This study aims to examine the impact of technological turbulence on employee resilience based on cognitive dissonance theory and through a process of consonance and dissonance. First, the study investigates employee openness to represent cognitive consonance and then resistance to change to represent cognitive dissonance processes. Such processes mediate the relationship between technological turbulence and employee resilience. Second, this study proposes that the above associations will be moderated by crisis leadership efficacy. Design/methodology/approach The study uses multi-source data from service employees and their immediate superiors in hospitality, including a two-phase data collection process. Moreover, the study conducts a two-step structural equation modeling. Findings This study finds that employee openness and resistance to change mediate the association between technological turbulence and employee resilience. Furthermore, results reveal that crisis leadership efficacy strengthens the relationships (direct and indirect, through openness and resistance to change) between technological turbulence and employee resilience. The study discusses the implications for theory and practice for tourism scholars and practitioners. Research limitations/implications This study provides empirical evidence showing the importance of employee resilience and the underlying mechanisms in responding to technological turbulence in the hospitality industry. Originality/value Resilience research in the hospitality and service context is timely and necessary to cope up with the changing market and turbulences. This study extends the extant literature that mainly examined the crisis and dynamic conditions. The study contributes to crisis management, marketing and leadership literature concerning technological turbulence and employee resilience in the hospitality context.

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Section: Conclusion and Theoretical Implicationsmentioning

confidence: 93%

Development of employees’ resilience in technologically turbulent environments: probing the mechanisms of consonance–dissonance and crisis leadership

Senbeto

Hon

2021

IJCHM

View full text Add to dashboard Cite

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“…We also searched Google , Google Scholar and Social Science Research Network to not only ensure the comprehensiveness of literature search but also capture unpublished studies. The search approaches we used are comparable to the recommended approaches which were used in several recent meta-analyses in the hospitality literature (Chang et al , 2020; Gui et al , 2020; Xu and Cao, 2019). Our initial search returned 868 articles for possible inclusion.…”

Section: Methodsmentioning

confidence: 99%

Emotional intelligence and job performance in the hospitality industry: a meta-analytic review

Cai

Humphrey

Qian

2021

IJCHM

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Purpose Hospitality workers are emotional labor workers because they must display appropriate emotions to their customers to provide outstanding service. Emotional intelligence (EI) helps employees regulate their emotions and display appropriate emotions, and hence should help hospitality workers provide outstanding service. However, the strength of the relationship between EI and hospitality workers’ job performance substantially varied across studies. Hence, the purpose of the present study is to clarify the mixed findings and to examine if EI can improve hospitality workers’ job performance. Design/methodology/approach A meta-analysis was performed to investigate the relationship between EI and hospitality workers’ job performance as well as the moderators which condition this relationship. Findings The present meta-analysis indicated that EI is positively related to hospitality workers’ job performance (ρ̅̂ = 0.54); the relationship between EI and hospitality workers’ job performance is stronger when the percentage of married subjects is low and in feminine cultures; and this relationship does not differ between male-dominated and female-dominated studies, across educational levels, between collectivistic and individualistic cultures, between low and high power distance cultures and between low and high uncertainty avoidance cultures. Research limitations/implications This study uncovers theoretically important moderators that contribute to cross-cultural research, work–family literature and gender-related literature in hospitality research. Originality/value The present study builds a theoretical foundation and performs a meta-analysis to elucidate the relationship between EI and hospitality workers’ job performance and to identify the moderators which condition this relationship.

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“…Transformational leadership is defined as a process through which followers are motivated to perform at a higher level by the inspirations provided by their leaders and through a higher level of shared vision [ 39 ]. Transformational leaders positively influence employees and enhance their job satisfaction, commitment, and achievement [ 40 ]. According to [ 41 ] transformational leaders motivate employees to share knowledge in the organization.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation

et al. 2021

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Drawing on Social Exchange Theory and Self-Determination Theory, this study examines the impact of three leadership styles (ethical, transformational, and passive avoidant) on employee knowledge sharing. Further, this study explores the mediating effect of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Using time lag data this study employed a sample of 254 faculty members of public sector universities in Pakistan. Results supported the positive relationship between three styles of leadership and employee knowledge sharing. Moreover, our findings confirmed the mediating role of introjected motivation in the relationship between three leadership styles and employee knowledge sharing. Our study is unique, as it simultaneously examines how various styles of leadership predict introjected motivation and employee knowledge sharing. Implications along with limitations and future research directions are discussed.

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A meta-analysis of transformational leadership in hospitality research

Cited by 81 publications

References 74 publications

Development of employees’ resilience in technologically turbulent environments: probing the mechanisms of consonance–dissonance and crisis leadership

Development of employees’ resilience in technologically turbulent environments: probing the mechanisms of consonance–dissonance and crisis leadership

Emotional intelligence and job performance in the hospitality industry: a meta-analytic review

Leadership styles and employee knowledge sharing: Exploring the mediating role of introjected motivation

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