leadership and motivation in hospitality
Article/s Rationale/s for employing transformational leadership Hinkin and Tracey (1994) Tracey and Hinkin (1994) Tracey and Hin ...
With the exception of the two theoretically-focused studies, Table 3 - 8 presents the articles in chronological order. The revie ...
consequence of high-quality LMX relationships. However, despite being the only other hospitality-leadership study to employ Fren ...
3.8 Summary of hospitality leadership findings The review above has found that within the identified studies that have utilised ...
turnover (Susskind et al. 2000a; Carbery et al. 2003), empowerment (Chiang and Jang 2008) and leadership (Tutuncu and Kozak 2007 ...
provide consistent support for the existence of relationships between leadership styles and employee empowerment. A further exam ...
approaches, the narrow focus of most researchers, and the absence of broad theories that integrate findings from the different a ...
evolution of concepts framework that describes three stages for outlining predictable ‘evolutionary’ paths with regard to the de ...
that researcher will have little option but to look to the wider leadership studies literature. Because of the lack of volume an ...
Specifically, until a greater number of studies covering a wider range of hospitality contexts and research questions have been ...
The discord between Pittaway et al.’s paradigms and the tradition of applied hospitality leadership research can be illustrated ...
Existential Headship and Strategic Headship paradigms Pittaway et al.’s Existential and Strategic Headship paradigms are closely ...
organisations which aim to proactively manage leadership-related issues should recognise the influence of power bases. The third ...
The discord, referred to above in Section 3.11.1, between Pittaway et al.’s paradigms and the tradition of applied hospitality l ...
humans as autonomous drivers of change (Existential Headship) or humans as responding mechanisms (Strategic) paradigm. Pittaway ...
In summary then, the first two shortcomings of Pittaway et al.’s taxonomy stem from the difficulty in allocating hospitality lea ...
3.12 Reconceptualising the research agenda As described in Section 3.8 above, this review has determined that the collected find ...
leadership scholars to use in building a stronger tradition of theoretical and applied research. Specifically, this is because ( ...
wider context of hospitality leadership studies and how this area can be progressed; the second strand (#5) is specific to this ...
and Ko 2009: 195) and there is evidence that factors such as these negatively affect employees’ motivation levels (Kivela and Go ...
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