and Kahle (1988) has provided the means to accommodate the identified factors
of interest within a categorised framework and to use the overarching
relationships between these categories to help inform the generation of the
hypotheses for this research.
These hypotheses can be summarised as follows:
Work Values, Motivational Leadership and Empowerment each predict an
increase in the three Employee Attitude variables (nine hypotheses in total)
the three Employee Attitude variables each predict an increase in Job
Performance and in Service Quality (six hypotheses in total)
both Motivational Leadership and Social Support directly predict increases in
Job Performance and in Service Quality (4 hypotheses in total)
Table 4 - 1 summarises each of these 19 hypotheses. The hypotheses are
variously informed by both empirical findings and/or theory in the reviewed
literature. Additionally, the values→attitudes→behaviour hierarchy lends support
to H 1 to H 3 , H 6 and H 7 , and H 12 to H 17.
Hypothesis
number
Description1 Motivational Leadership → Job Performance
2 Motivational Leadership → Work Meaning
3 Work Meaning → Job Performance
4 Motivational Leadership →^ Job Satisfaction^
5 Job Satisfaction → Job Performance
6 Motivational Leadership → Affective Organisational Commitment
7 Affective Organisational Commitment → Job Performance
8 Work Values → Organisational Commitment
9 Work Values → Job Satisfaction
10 Work Values → Work Meaning
11 Empowerment → Affective Organisational Commitment
12 Empowerment → Job Satisfaction
13 Empowerment → Work Meaning
14 Social Support → Job Performance
15 Social Support → Service Quality
16 Affective Organisational Commitment → Service Quality
17 Job Satisfaction → Service Quality
18 Work Meaning → Service Quality
19 Motivational Leadership → Service Quality
and hospitality-specific leadership research Table 4-1 Research hypotheses derived from the literature reviews of generic
generic and hospitality-specific leadership research