Assessing the Effects of Leadership Styles on Employees’ Outcomes in International Luxury Hotels

Abstract

This study examines the effects of transformational, transactional, and non-transactional leadership on hotel employees' outcomes including extra effort, perceived efficiency, and satisfaction with managers. Employees from eleven 4-star hotels in Spain provided the collected data. A series of statistical analyses (1) identify the elements of three leadership styles using a multi-factor leadership questionnaire (MLQ-5X), (2) examine the effect of leadership styles on employees' outcomes. The results of this study indicate that "idealized attributes" of transformational leadership and "contingent reward" from transactional leadership are the most important factors that positively affect all three outcomes (i.e., extra effort, perceived efficiency and satisfaction), and (3) to assess the moderating effect of different types of ownership of hotel properties on the relationship between styles of leadership and outcomes of employees' activities Other than these two elements, the significant factors indicating positive or negative relationships vary depending on the types of individual outcomes as well as ownership of hotel properties. The discussion sections indicate theoretical and practical implications of the findings.

The effects of leadership on safety outcomes: The mediating roles of trust and safety climate

“…Therefore it is important to show fullrange leadership as Bass, Avolio, Jung, Berson (2003) suggested. This is consistent with a study by Quintana, Park, & Cabrera (2015) in which they found that both transformational and contingent reward form of leadership styles are related to participative to safety related events. In the current study, transactional leadership also found to be significantly related both of the safety outcomes.…”

Relationship Between Idealized Leadership Behavior and Change Initiative Success

“…They emulate the values and beliefs of the leaders they idealized. Leaders who exhibit idealized behavior influence their followers; in return, followers emulate the behavior (Quintana, Park, & Cabrera, 2015). Transformational leaders are visionary, trusted, and respected (Avolio, 1999).…”

“…Followers identify with transformational leader's vision, which makes it easier to accomplish common goals. An idealized behavior is often identified as the force that motivates followers to be creative (Quintana et al, 2015). Idealized leaders empower employees to be creative and accomplish organizational goals.…”

Investigation on the Impact of Leadership Styles Using Data Mining Techniques

“…Wang et al [26] found in their study that transformational leadership has a positive effect on organisational justice and job characteristics. It is found that employees outperform the targets if leaders with transformational leadership can set the goal with clear communication and can motivate them [27]. Employees find self-respect and put additional efforts to achieve the goals if they are challenged and if the goals are set at high levels [28].…”