leadership and motivation in hospitality

Subsequently, Idealized Influence has been divided into two sub-factors:
Idealized influence attributed (IIA – characteristics attributed by followers) and
Idealized influence behaviour (IIB - behavioural aspects demonstrated by the
leader). It can be difficult to resolve exactly what is inferred by these
appellations, different authors appear to have their own individual interpretations.

These interpretations, in some cases, overlap, in other cases, they do not. Table
2 - 8 presents a selection of descriptions of this factor from the recent literature.

That there is such variance in how the factor/factors are defined is perhaps not
surprising when the different ways in which the phenomenon/phenomena have
been described in Table 2 - 8. Specifically, the authors have variously used the
following perspectives:

 Associated leader traits (Bass and Avolio)
 When it occurs (IIA - Barnett et al.)
 An aspect of leader behaviour (IIB - Barnett et al.)
 What it does (IIA Rowold and Heinitz; Bass and Avolio)
 Followers’ perception of (IIB - Rowold and Heinitz; IIA and IIB – Kanste et al.)

Authors Factor/Factors
Idealized Influence

Bass and Avolio
(1990a: 22)

This is strong among leaders who have a vision and sense of
mission; who gain respect, trust, and confidence; and who acquire
strong individual identification from followers.
Leaders who exhibit idealised influence are able to obtain the
required extra effort from followers to achieve optimal levels of
development and performance.
IIA (Attributed) IIB (Behaviour)

Barnett et al.
(2001: 26)

occurs when followers identify with

and emulate those leaders who are

trusted and seen as having an

attainable mission and vision

refers to leader behaviour
that results in followers
identifying with leaders
and wanting to emulate
them.
Felfe and
Schyns (2006:
720)

found IIA and IIB to highly correlated and did not measure them

as separate entities

Kanste et al.
(2007: 202)

subordinates’ perceptions of how

much the leader makes personal

sacrifices, deals with crises and

obstacles, and exhibits self-

confidence

the degree to which the
supervisor is perceived as
espousing important
values, beliefs, and a
sense of mission
Rowold and
Heinitz (2007:
123)

Instilling pride in and respect for the

leader; the followers identify with

the leader

Representation of a

trustworthy and energetic

role model for the follower

Table 2-8 The Idealized Influence Factor