leadership and motivation in hospitality

Article/s Rationale/s for employing transformational leadership
Hinkin and
Tracey (1994)
Tracey and
Hinkin (1994)
Tracey and
Hinkin (1996)

Transformational leadership most effective for dynamic, changing

environment

Improvements in performance and service quality will have to be

made through strong (transformational) leadership

Whitelaw and
Morda (2004)

Review of leadership research in the hospitality sector indicates
that traits consistent with transformational leadership are more
highly valued
Gill et al.
(2006)

Transformational leadership may help to ameliorate or reduce

employee job stress and burnout

Erkutlu (2008)

Transformational leadership promotes ‘performance beyond

expectations’

Follow Tracey and Hinkin (1994, 1996) citing the benefits of

transformational leadership in the dynamic hospitality business

environment

Transformational leadership has been correlated with subordinates’

satisfaction with leadership and levels of organisational

commitment

Scott-Halsell et
al. (2008)

Teamwork, collaboration and excellent interpersonal

communication are traits of successful leaders

Transformational leaders, utilizing their emotional intelligence (EI)

abilities, are successful in employing these effective leadership

skills

Patiar and Mia
(2009)

Wide range of reasons for hospitality businesses utilising
transformational leadership are provided
These essentially drawn from the Four I’s (see Avolio et al. 1991)
Additionally, transformational leadership is beneficial for dealing
with intense market competition
Gill et al.
(2010)

To address the knowledge gap regarding transformational
leadership’s influence on employee desire for empowerment
Zopiatis and
Constanti
(2010)

To address the knowledge gap regarding transformational

leadership’s influence on leaders’ stress and burnout levels (c.f. Gill

et al. 2006 on followers’ stress and burnout)

Theoretically-focussed studies

Tracey and
Hinkin (1998)

Is transformational leadership as measured by Bass and Avolio’s
(1990b) MLQ conceptually distinct from Yukl’s (1990) Managerial
Practices Survey (MPS)?
Hinkin and
Schriesheim
(2008)

To examine the theoretical and empirical properties of the

transactional components of Bass and Avolio’s (1993) MLQ

Source: author

Table 3-8 Rationales for employing transformational leadership