leadership and motivation in hospitality

(Nandana) #1

3.4 Contingency theory work


Three contingency theory studies were identified: Nebel and Stearns’ 1977 article
has been discussed above (Section 3.2) and the remaining two are those of Testa
(2002, 2004).


The 2002 and 2004 studies undertaken by Mark Testa are among the few
hospitality-leadership studies to demonstrate consistency of aims and approach.
The studies focused specifically on the influence of nationality on observed
differences in subordinates’ perceptions of leadership relationships
(consideration/initiating structure, trust and satisfaction). Nationality was chosen
as an important independent variable owing to a “...vital need to understand how
national culture impacts important organizational variables” in general and also in
a specific leadership context (Testa 2002: 425-426). For Testa’s studies, the
setting is US-based cruise liners where a wide range of nationalities are
represented in both supervisory and subordinate positions.


Testa (2002) found that subordinates in congruent (same nationality) dyads
(individual leader-member relationships) evaluated their leaders significantly
higher on consideration behaviours, and reported higher levels of trust and
satisfaction with their leader, than those in the incongruent group.


Testa’s 2004 paper sought to further explore these differences. In particular the
2004 paper reported on research which aimed to evaluate differences (between,
once again, congruent and incongruent dyads) of subordinates’ perceptions of
their leader’s behaviour, level of goal clarity and overall satisfaction regarding
their work organization. The findings were that: (i) congruent dyad respondents
reported that their supervisors exhibited higher levels of consideration
behaviours; (ii) no significant difference in goal clarity was observed between
congruent and incongruent dyads; and (iii) congruent dyad respondents reported
higher levels of organizational satisfaction.


Both the 2002 and 2004 studies discussed the merits of the LMX (Leader-Member
Exchange) approach although neither paper explicitly included any LMX constructs
in their data analysis. A later study by Testa (2009) did, however, use an LMX
approach and is discussed in the following section.

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