Leadership styles and ethical decision-making in hospitality management

Minett, Dean; Yaman, H. Ruhi; Denizci, Basak

doi:10.1016/j.ijhm.2009.01.003

Cited by 48 publications

(41 citation statements)

References 26 publications

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“…Regarding communication, leaders for leaders who aim to inspire inspirational motivation build their relationship with their followers via interactive communication; they help in the creation of cultural bonding amongst these groups. As Minett et al (2009) point out, an organisational climate that promotes creativity and innovation leads to increased performance, productivity, inspirational motivation, and creativity which all help to improve commitment and lead to increased confidence and innovation in the workplace. Agreement that inspiration is the most popular leadership behavior in the studied groups might be caused by comparable age between the groups.…”

Section: Discussionmentioning

confidence: 99%

“…Because of these different perceptions, considering only one dimension may be misleading. This concern is well articulated by Minett, Yaman, and Denizci (2009) who claim that different people have different considerations on, and perceptions of, what can be considered a success. Despite these varied attitudes toward aspects such as effectiveness in development and success, Petoskey and Ramakrishna (2002) posit that the employee's perceptions of an organisation's development effectiveness is significantly impacted by its organisational relationships, decision-making processes, and the leadership style it has adopted.…”

Section: Background Informationmentioning

confidence: 99%

“…This indicates that there is a need for King Saud University's top leaders to continuously craft performance oriented messages that portray the institution's shared vision and communicate them with the managers and all the employees in order to nurture a workplace environment that enhances performance (Minett, Yaman, & Denizci, 2009). …”

Section: Shared Visionmentioning

confidence: 99%

“…This kind of environment is associated with positive employee-manager relationships, open communication, increased teamwork, and a heightened sense of belonging by the employees. Essentially, this kind of organisational climate promotes creativity and innovation in an organisation and results in increased performance and productivity (Minett, Yaman, & Denizci, 2009). While different leadership styles can be adopted by an organisation, it is crucial to ensure high employee involvement is maintained in whatever style chose.…”

Section: Introductionmentioning

confidence: 99%

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Perceptions of Employees in the Effects of Decision-Making and Leadership Styles on Relationships and Perceived Effectiveness in King Saud University Development Context

Jomah¹

2016

IES

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Leadership is crucial in all facets of humanity as it enhances personal, organisational, and national socio-economic growth and development. By portraying a great vision, a leader acknowledges their followers' efforts to maximise performance within the organisation. Leaders inspire their followers to achieve beyond their expectations by providing guidance to their followers, nurturing an environment of trust, and encouraging their followers to rise above their self-interests for the sake of the organisation. This study examines leadership, decision making, and, in particular, the effects of the perceptions of employees on decision-making and leadership styles on relationships and perceived effectiveness in the context of development at King Saud University. The study takes a quantitative approach to analysing the research findings and gives conclusions and recommendations for future study, based on the presented arguments.

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Section: Discussionmentioning

confidence: 99%

Section: Background Informationmentioning

confidence: 99%

Section: Shared Visionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Perceptions of Employees in the Effects of Decision-Making and Leadership Styles on Relationships and Perceived Effectiveness in King Saud University Development Context

Jomah¹

2016

IES

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“…For example, Minett, Yaman, and Denizci (2009) studied hotel manager's leadership styles in Australia, and examined the importance of successful leadership for performance. Wong and Chan (2010) presented implications by categorizing according to Chinese hotel employee's perception level of leadership, and Clark et al (2009) proposed that the hotel manager's leadership plays a key role in creating a work environment that encourages employee commitment in the United States.…”

Section: ⅰ Introductionmentioning

confidence: 99%

Authentic Leadership and its Consequences in a Hotel Restaurant Context

Lee¹,

Lim²,

Swanson³

et al. 2016

Glob Bus Financ Rev

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A B S T R A C TThis paper examines the effect of authentic leadership on leader trust, organizational identification, job performance, and employee loyalty within the context of a food-and beverage department in a hotel. The data were collected from 204 hotel employees and analyzed using structural equation modeling. Findings are as follows: authentic leadership had significant effects on leader trust and job performance, but does not affect organizational identification. Leader trust was found to have significant influences on organizational identification and employee loyalty, and fully mediated the relationship between authentic leadership and organizational identification. Organizational identification significantly affected both job performance and employee loyalty and plays a full mediating role between leader trust and job performance, and also plays a partial mediating role between leader trust and employee loyalty. Finally, job performance had a significant effect on employee loyalty.

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A systematic review of ethical leadership in tourism and hospitality settings

Megheirkouni

2023

Journal of Tourism Research

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The aim of this study is to identify empirical studies that explore and investigate ethical leadership in order to assess and synthesise its impacts and outcomes. This study seeks to provide an evidence‐informed answer to the following questions: (a) how is ethical leadership defined in the field of tourism and hospitality? (b) in what settings/contexts was ethical leadership empirically investigated? (c) how was it examined? (d) what were the results of the ethical leadership studies? (e) and, finally, what is the future of ethical leadership in the tourism and hospitality industry? A systematic literature review, using medical science‐based methodology, was conducted to synthesise research by reliable means. Four themes were identified from the analysis. These themes are as follows: ethical leaders' characteristics, healthy work environment, ethical leadership effectiveness and the application of ethical leadership across cultures. The study provides the potential to move hospitality and tourism leadership forward and encourage researchers to investigate new research topics. To the best of the author's knowledge, this is the first systematic review focusing on ethical leadership in tourism and hospitality settings.

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Leadership styles and ethical decision-making in hospitality management

Cited by 48 publications

References 26 publications

Perceptions of Employees in the Effects of Decision-Making and Leadership Styles on Relationships and Perceived Effectiveness in King Saud University Development Context

Perceptions of Employees in the Effects of Decision-Making and Leadership Styles on Relationships and Perceived Effectiveness in King Saud University Development Context

Authentic Leadership and its Consequences in a Hotel Restaurant Context

A systematic review of ethical leadership in tourism and hospitality settings

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