leadership and motivation in hospitality

1 INTRODUCTION..........................................................................

1.1 Background and rationale

1.2 Aims, objectives and research design

1.3 Structure of the thesis

2 LEADERSHIP

2.1 Definitions of leadership

studies 2.2 Reviewing the reviews: complexity and contestation in leadership
- 2.2.1 Summary of paradigmatic progression in leadership studies

2.3 Major theories of leadership
- 2.3.1 Trait theories
- 2.3.2 Behavioural theories
- 2.3.3 Situational or contingency approaches
- 2.3.4 Relational theory: Leader-Member Exchange (LMX)
- Contextual and New Leadership 2.3.5 Antonakis et al.’s Schools: Skeptics, Information-Processing,

2.4 Transformational leadership
- 2.4.1 Origins and essence
- 2.4.2 Transformational leadership in organisations
- organisations 2.4.3 The evolution of transformational leadership theory for
- 2.4.4 Transformational leadership outcomes

3 LEADERSHIP IN HOSPITALITY

3.1 Review strategy and analytical framework

3.2 Early research (1970s)

3.3 Behavioural theory work
- 3.3.1 Initiating structure / consideration focused studies
- 3.3.2 Leadership competencies approaches
- 3.3.3 Implicit leadership theory (ILT) approaches

3.4 Contingency theory work

3.5 Leader-Member Exchange (LMX) theory work

1. 6 Transformational leadership theory work
- outcomes 3.6.1 Transformational leadership in hospitality: rationales and

3.7 Miscellaneous studies

3.8 Summary of hospitality leadership findings

3.9 Leadership in hospitality: the state of the art

3.10 Evolution of leadership studies in hospitality

3.11 Pittaway et al.’s (1998) paradigmatic framework
- 3.11.1 Pittaway et al.’s paradigms: a critique
- 3.11.2 The trouble with the taxonomy

3.12 Reconceptualising the research agenda

4 DEVELOPING THE THEORETICAL FRAMEWORK

4.1 Work motivation research
- 4.1.1 Making sense of work motivation

4.2 I/O Psychology and Organisational Behaviour

4.3 Motivation research in hospitality studies
- 4.3.1 Core articles from Simons’ review

4.4 Exposition of the latent variables and hypotheses

5 MEASURING THE LATENT VARIABLES

5.1 Dispositional factors / individual values

5.2 Interpersonal, group and organisational processes......................

5.3 Primary organisational outcomes: employee attitudes

organisational outcomes 5.4 Secondary organisational outcomes: individual, group and

5.5 Summary of Chapters 4 and 5..................................................

6 METHODS FOR DATA COLLECTION AND ANALYSIS

6.1 Structural equation modelling

6.2 Modelling approach

6.3 Data assumptions and software

6.4 Modelling strategy
- 6.4.1 Building the models

6.5 Instrumentation
- 6.5.1 Questionnaire design and refinements
- 6.5.2 Administration of the full survey

6.6 Data screening
- 6.6.1 Treatment of missing data
- 6.6.2 Distributional normality

7 ANALYSIS

7.1 Re-statement of the analytical framework

7.2 Model 1, Step 1: the measurement model
- 7.2.1 Measurement model specification
- 7.2.2 Measurement model identification
- 7.2.3 Measurement model estimation
- 7.2.4 Measurement model testing
- 7.2.5 Assessment of construct validity
- 7.2.6 Assessment of model fit
- 7.2.7 Testing the measurement model (CFA 1:1)
- 7.2.8 Measurement model modification
- 7.2.9 Measurement model: first respecification (CFA 1:2)
- 7.2.10 Measurement model: second respecification (CFA 1:3)

7.3 Model 1, Step 2: the structural model

7.4 Model

7.5 Model

7.6 Model 3b
- 7.6.1 Model 3 / Model 3b summary

7.7 Model

7.8 Model

7.9 Model 5b
- 7.9.1 Employee attitudes and discretionary service behaviour
- 7.9.2 Model 5 / Model 5b summary

7.10 Model

7.11 Model

7.12 Post-development validation of the model

7.13 Post-modification construct identities

7.14 Construct relationships and effect sizes

7.15 Multi-group analyses............................................................
- 7.15.1 Demographic variables
- 7.15.2 Supervisor contact, training and information
- 7.15.3 Work values
- 7.15.4 Summary of multi-group moderator analyses

7.16 Model 8: Mission Clarity

8 REVIEW, DISCUSSION AND CONCLUSION

8.1 Précis of the research

8.2 The model development process
- 8.2.1 Additional analyses

8.3 Contributions, new conceptualisations and areas for further research
- 8.3.1 Work motivation: behavioural measures
- 8.3.2 Work motivation: attitudinal measures
- 8.3.3 Work Values
- 8.3.4 Motivational leadership
- 8 .3.5 Employee Empowerment
- 8.3.6 Limitations of the current study
- findings 8.3.7 Implications of the data collection outcomes for the research
- 8.3.8 Other areas for further research

8.4 Conclusions

9 LIST OF REFERENCES

10 APPENDICES

developments 10.1 Appendix I: Complete list of hypotheses following model

10.2 Appendix II: Univariate normality for all item scale variables

10.3 Appendix III: SEM estimates and matrices

10.4 Appendix IV: Bootstrap estimates and distributional normality

10.5 Appendix V: Hospitality leadership literature

10.6 Appendix VI: The pre-test survey form

10.7 Appendix VII: The pilot survey form

10.8 Appendix VIII: The full survey form

Figure 2-1 Van Seters and Field’s Evolutionary Tree List of Figures

Figure 2-2 Situational Favourability in the LPC Contingency Model

Figure 2-3 The full range model of transformational leadership

leadership Figure 2-4 The augmentation model of transactional and transformational

Figure 3-1 Summary of hospitality leadership LMX research findings

Figure 3-2 Summary of Pittaway et al.’s paradigms

al.’s framework Figure 3-3 Hospitality leadership studies categorised according to Pittaway et

Figure 4-1 Example of a variable as both dependent and independent

Figure 4- 2 Organising framework for the identified factors

Figure 4-3 Organising framework with hypothesised causal links

Figure 4-4 Latent variables identified from the reviews of literature

Figure 4-5 Organising framework including the DSB construct

Figure 5-1 The source of the Work Values indicator variables

Figure 5-2 The Work Values construct

Figure 5-3 The Motivational Leadership construct

Figure 5-4 The Empowerment construct

Figure 5-5 The Social Support construct

Figure 5-6 The Job Satisfaction construct

Figure 5-7 Wollack et al.’s domains and constructs

Figure 5-8 The Work Meaning construct

Figure 5-9 The Affective Organisational Commitment construct

Figure 5-10 The Job Performance construct

Figure 5-11 The Discretionary Service Behaviour construct

Figure 5-12 Analysis of Bitner et al.’s customer/employee data

Figure 5-13 The Service Quality construct

Figure 6-1 Example structural equation model

Figure 7-1 Organising framework including the DSB construct

Figure 7-2 Specification for the measurement model CFA 1:1

Figure 7-3 Summary of acceptable threshold levels

Figure 7-4 The structural model specification SEM 1:1

Figure 7-5 Estimates for SEM 1:1

Figure 7-6 Structural specification for Model

Figure 7-7 Estimates for SEM 2:1

Figure 7-8 Constrained model SEM 2:1b

Figure 7-9 Constrained model SEM 2:1c

Figure 7-11 Structural specification for Model 3b

Figure 7-12 Interpretations for the Employee Attitudes construct

Figure 7-13 Wollack et al.’s Work Meaning domains

Figure 7-14 Parameter estimates and model fit for SEM 3b

Figure 7-15 The original Model 3 specification

Figure 7-16 Model 3b structure, estimates and fit statistics

Figure 7-18 Estimates for Model 4 (SEM 4:2)

Figure 7-20 Estimates and model fit for SEM 5:2

Figure 7-21 Structural specification for Model 5b

Figure 7-22 Estimates and model fit for SEM 5b:2

Figure 7-23 SEM 5b:3 with the EPA→DSB path

Figure 7-24 Summary of modified construct definitions

Figure 7-25 Contact, training and information statements

Figure 7-26 Distribution of the Work Values summated scale variable

Figure 7-27 Estimates for Model 8: Mission Clarity

Figure 8-1 Organising framework for the research

Figure 8-2 Model 2..............................................................................

Figure 8-3 Model 3b

Figure 8-4 Model 5b

Figure 8-5 Job Satisfaction predicting Job Performance

Table 2-1 Mintzberg’s Management Roles List of tables

Table 2-2 Thematic reviews of leadership studies......................................

Table 2-3 Antonakis et al.’s Major schools of leadership

Table 2-4 Common themes and problem areas

theoretical contexts Table 2-5 Production- and employee-centred leadership orientation in various

performance Table 2-6 Situational variables within potential significance for catering server

Table 2-7 Bass’s (1985) major factors of transformational leadership

Table 2-8 The Idealized Influence Factor

Table 3-1 Primary theoretical foci of leadership in hospitality papers

focus Table 3-2 Summary of hospitality leadership studies by primary theoretical

Table 3-3 Miscellaneous behavioural approach studies

Table 3-4 Leadership-competencies approaches

Table 3-5 Implicit leadership theory (ILT) approaches

Table 3-6 Transformational leadership hospitality studies: foci and findings

utilising transformational leadership Table 3 - 7 Leadership outcomes measured in the (empirical) hospitality studies

Table 3-8 Rationales for employing transformational leadership

and hospitality-specific leadership research Table 4-1 Research hypotheses derived from the literature reviews of generic

Table 4-2 Description and background for the research hypotheses

Table 4-3 Description and background for the Service Quality hypotheses

Table 5-1 Hospitality studies employing Organisational Commitment.........

Table 5-2 Allen and Meyer’s (1990) Affective Commitment scale

Table 6-1 Descriptive statistics for the sample

Table 6-2 Comparison of sample characteristics with known population values

Table 6-3 Distribution of missing values by variable

Table 6-4 Distribution of missing values by case

Table 7-1 Estimates for the measurement model CFA 1:1

specified measurement model (CFA 1:1) Table 7-2 Factor correlations and squared correlation estimates for the initially

Table 7-3 Discriminant validity estimates for CFA 1:1

(CFA 1:1) Table 7-4 Modifications made to the initially specified measurement model

Table 7-5 Estimates for CFA 1:2

Table 7-7 Correlation estimates for CFA 1:3

Table 7-8 Discriminant validity estimates for CFA 1:3

Table 7- 9 Estimates for CFA 2:1

Table 7-10 Modifications to CFA 2:1

Table 7-13 Total (standardised) effects for Model

Table 7-18 Estimates for CFA 3b:1

Table 7-19 Estimates for CFA 3b:8

Table 7-20 Discriminant validity estimates for CFA3b:8

Table 7-21 Total (standardised) effects for Model 3b

Table 7-22 Modification steps for CFA 4:1 to 4:7

specification CFA 4:7........................................................................... Table 7-23 Estimates and construct validity for the final measurement model

Table 7-24 Total (standardised) effects for Model

Table 7-25 Modification steps for CFA 5:1 to 5:7

Table 7-26 Estimates and model fit for CFA 5:7

Table 7-27 Chi square difference test for SEM 5:1 and SEM 5:1

Table 7-28 Modification steps for CFA 5b:1 to 5b:8

Table 7-29 Estimates and model fit for CFA 5b:8

Table 7-30 Total (standardised) effects for Model 5b

Table 7-31 Comparison of Models 5 and 5b

Table 7-32 Post-development comparisons for Model 5b

Table 7-33 Model fit for the baseline and constrained models

Table 7-34 Chi-square difference tests for Model 5b validation

Table 7-35 Research hypotheses and research findings

Table 7-36 Sample demographics comparison with known population values

Table 7-37 Distribution of the respondent characteristics data

Table 7-38 Moderator analysis for Model

Table 7-39 Moderator analysis for Model 5b

Table 7-40 Group distributions for work characteristic categories

scale variable Table 7-41 Distribution of the Work Values reduced and recoded summated

Table 7-42 Summary of findings from moderator analyses

Table 8-1 Summary of hypotheses tested and effect sizes

(2003) Table 8-2 Comparison of DSB factor loadings with Simons and Roberson

Table 8-3 Servant and transformational leadership compared

Table 8-4 Effects of data collection outcomes on the research findings

leadership and motivation in hospitality

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