Authentic Leadership and Job Satisfaction: A Fuzzy-Set Qualitative Comparative Analysis (fsQCA) (original) (raw)
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Procedia Computer Science, 2019
The purpose of this study is to investigate, how employees who work in four and above star rated hotels that provide hospitality services in İstanbul, perceive their managers' authentic leadership behaviors and how this perception relates to the employees' job satisfaction. In addition, this study especially investigates if hotel executives manage hotel staff with authentic leadership skills and how such leadership impacts staff's management perceptions and their daily operations and work skills. As part of the scope of this research, hotel employees approach to authentic leadership, job satisfaction factors have been questioned and have been evaluated based on hotel employees' demographic and gender characteristics. In order to have compliant literature background for this study, an international and national publication and article search has been conducted and referenced appropriately. As a result of the literature research, Luthans and Avolio's Authentic Leadership Questionnaire, Weiss' Minnesota job satisfaction scale which was verified with validity and reliability, have been used for preparing a questionnaire for hotel employees. The questionnaire has been applied to more than 276 hotel employees accordingly. Questionnaire results have been evaluated with various statistical models including regression, anova, t-test, confirmatory factor analysis by making use of the statistical package SPSS 22.0.
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Authentic leadership is a positive leadership theory, conceptualized under the influence of positive psychology and positive organizational behaviour movement. Although it has become a recognized leadership theory, it is still somewhat neglected in the hospitality literature. To address this gap, the paper seeks to develop and test a conceptual model linking authentic leadership to organizational performance in the hospitality context. Hypotheses were tested using hierarchical multiple regression analysis on a sample of 226 employees from 24 hotels in Croatia. The research results confirmed the positive impact of authentic leadership on hotels’ operational performance, which was mediated by followers’ job satisfaction and performance. There was no empirical support for the hypothesized impact of authentic leadership on hotels’ financial performance. The findings suggest that authentic leadership behaviours, together with positive organisational settings, characterized by flexible or...
Tourism and Hospitality Research, 2019
Leadership provides a strategy to deal with intense competition and high customer expectations in the hotel industry. This paper analyses the ability of managers’ transformational and authentic leadership to predict customer satisfaction. A sample of 18,944 customers and managers of eight hotels in the Canary Islands was used for the analysis. The data were collected using the Multifactor Leadership Questionnaire-6s, the Authentic Leadership Questionnaire and ReviewPro management software. The data were analysed to confirm the ability of transformational and authentic leadership to predict overall customer satisfaction. The results indicate that the transformational subscales of idealised influence and intellectual stimulation and the authentic subscales of relational transparency and balanced processing predict overall customer satisfaction. However, there are discrepancies between the results for self-managed service departments and outsourced service departments. This study provi...
Cogent Business & Management, 2020
Transformational leadership has become a successful management tool for managers in the hotel industry. The primary aim of this study is to investigate the relationship between leadership and job satisfaction, as well as any differences between internal employees and outsourced workers. A novel method was adopted using fuzzy-set qualitative comparative analysis (fsQCA). A questionnaire-based survey was conducted to collect responses from 60 members of staff at four-and five-star hotels in Spain. Across the sample, a high level of leadership in three of the four dimensions of transformational leadership was observed to be sufficient to increase job satisfaction. The three optimal combinations of dimensions are: individualized consideration, intellectual stimulation, and idealized influence; individualized consideration, inspirational motivation, and idealized influence; and intellectual stimulation, inspirational motivation, and idealized influence. The findings suggest that there are differences between outsourced workers and internal employees. Outsourced workers need all four dimensions to achieve high job
The purpose of the study is to investigate the impact of leadership style on employee job satisfaction in five-star hotels. A questionnaire consisted of 57 items based on five-point likert scale (from strongly disagree to strongly agree) was used to measure both leadership style and job satisfaction from employees’ perspectives. Using random sampling, the researcher distributed 350 questionnaires, 220 of which were completed. The obtained data from the questionnaires are investigated through the SPSS statistical packaged software. The empirical results indicated that two types of leadership styles, namely, democratic and laissez-faire were found to have direct positive significant relationships with employees’ job satisfaction. The findings showed that the dominant leadership style was democratic and employees were moderately satisfied with their job. This implies that democratic leadership is deemed suitable for managing hotels. The study results show that different leadership style will have different impacts on employee job satisfaction. An interesting finding is that democratic leadership has a stronger influence on job satisfaction than laissez-faire leadership does. As a result, by adopting the appropriate leadership styles, leaders can affect employee job satisfaction.
The Impact Of Leadership Styles On Job Satisfaction: A Study Of The Hospitality Industry
Journal of Administrative Sciences, 2021
Job satisfaction is considered as an important factor that reduces the absenteeism of employees and their intention to leave the job. The accumulated empirical literature indicates that job satisfaction is important for the hospitality industry. The literature for the hospitality industry emphasizes the need to apply appropriate leadership style to maximize job satisfaction of hotel staff. In this direction, a conceptual model that includes the structural relationships between leadership styles and job satisfaction was developed to better understand the factors affecting job satisfaction and to expand the literature on the service industry. Regression analysis was used to test the developed model experimentally. The data were obtained from five-star hotels operating in employees (N = 311) in Alanya / Turkey. As a result of the research, it was determined that transformative and functional leadership positively affected job satisfaction and laissez-faire leadership did not have any effect on job satisfaction. Our research is considered to raise awareness among managers operating in the hospitality industry, while helping to understand the premises of job satisfaction more deeply.
In this study, the effect of leadership characteristics that managers exhibit on levels of job satisfaction of personnel is investigated. In the scope of the present study, visionary leadership, transformational leadership and interactional leadership are discussed. For this purpose, 400 questionnaires in total are conducted with personnel of four and five stars accommodation businesses operating in Alanya and 370 of them are analyzed. For easier analysis, a total of 40 propositions in the questionnaire are subjected to factor analysis and mainly 4 dimensions are obtained. Considering propositions contained, these dimensions are called "visionary leadership", "interactional leadership", "transformational leadership" and "job satisfaction". Correlation analysis is performed in order to determine relationship between each dimensions obtained. According to results of analysis, levels of employees' job satisfaction are higher in the cases in which their perceptions of visionary and transformational leadership are high. Nevertheless, an interactional leader that gives priority to negative characteristics decreases employees' job satisfaction. When you are prompted to identify the impact of dimensions of leadership obtained on job satisfaction, according to the results of the regression analysis, the most important leadership characteristic that effect job satisfaction is interactional leadership, and visionary leadership and transformational leadership follow it. The regression model including three types of leadership is found to be statistically significant and have 58% impact on employees' job satisfaction. To identify implications of the remaining 42% is not possible with the variables used in this study. This section is important since they are the subjects of other studies.
THE EFFECT OF AUTHENTIC LEADERSHIP ON JOB STRESS
Elektronik Sosyal Bilimler Dergisi, 2021
The uncertainties experienced in the tourism sector together with the Covid-19 pandemic have created an important source of stress on the employees. In order to increase service quality and ensure organizational success, this stress on employees must be reduced. In the research, the effect of the authentic leadership, which motivates the employees in such chaotic environments, was investigated. In accordance with the research purpose, a questionnaire was applied to hotel employees in the Alanya (n= 311). The data analyzed using SPSS 23.0 package program. The results of the analysis show that all sub-dimensions of authentic leadership (self-awareness, relational transparency, balanced processing and internalized moral perspective) reduce work stress in employees. The research findings are of interest to managers in the tourism sector. In addition, the findings obtained as a result of this research will be a resource for the research in hotel industry.
Impact of Leadership Style on Employee Job Satisfaction in the Hospitality Industry
International Journal of Heritage, Tourism and Hospitality, 2019
The purpose of this study was to examine the impact of leadership style on employee job satisfaction in the hospitality industry. The data were collected using a self-administered questionnaire adapted from Gadot (2007), Manning, and Curtis (2009). The questionnaire was distributed to 300 non-managerial employees working in the food and beverage divisions of fivestar hotels. The results of this study reveal that self-development and promotion, pay and reward systems, empowerment and recognition, and appraisal systems are important factors for employee job satisfaction. Furthermore, the study finds a significant positive relationship between the transactional, transformational, and laissez-faire leadership styles and employee job satisfaction. However, the autocratic leadership style has a negative effect on job satisfaction. The current study demonstrates a significant relationship between employee job satisfaction and leadership style; thus, implementing an appropriate leadership strategy can enhance employee job satisfaction and prevent employee turnover in the hospitality industry. The findings can be used as a tool in human resource management to focus on leaders' behaviours with their employees and the level of employees' satisfaction.
LEADERSHIP STYLES AND EMPLOYEE JOB SATISFACTION IN THE HOTEL INDUSTRY IN KUALA LUMPUR
The study provides an understanding of the relationship between leadership styles and employee job satisfaction in the hotel industry. The hotels in Kuala Lumpurhave been chosen as the city offers the most accommodation services and location of major business activities in Malaysia. Multifactor Leadership Questionnaire (MLQ) by Avolio & Bass (1997) and Job Satisfaction (JSS) by Spector (1997) have been adapted to conduct the study. The findings have been generated by a few research measures i.e. Reliability Testing, Frequency Analysis, Descriptive Statistics, and Inferential Statistics. Results of the study conclude that there is a positive relationship between leadership styles and hotel employee job satisfaction. However, the scores of the relationship was not a strong impact. In addition, the employees perceived their superiors as having more than one leadership styles, include democratic style as the most preferred. The hotel management needs to improve their managers and supervisors as regards leadership skills through appropriate leadership training.