leadership and motivation in hospitality

category contains a number of discrete theories which, together, do not constitute
a specific theoretical perspective.

Source: author

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

Table 3 - 2 summarises the findings from the categories in Table 3 - 1. Within these
studies, the only works which have sustained any consistency regarding
theoretical approaches and applied foci are: (i) those by Borchgrevink and
colleagues (utilising LMX [Leader-Member Exchange] theory); (ii) those by Testa
(his 2009 study utilising LMX and his 2002 and 2004 studies utilising behavioural
theories); (iii) those by Tracey and Hinkin (1994, 1996) and Hinkin and Tracey
(1994) (examining transformational leadership); and (iv) those by Gill et al.
(2006; 2010) (transformational leadership, job stress/burnout and empowerment

• employee focus) and Zopiatis and Constanti (2010) (transformational
  leadership, job stress/burnout – leader focus).

Of the 36 studies which collected data in hospitality organisation settings, 12 (33
per cent) of these surveyed staff in leadership positions, 10 (28 per cent)
surveyed subordinates and 14 (39 per cent) surveyed both leaders and
subordinates. Of these same 36 studies, 10 (29 per cent) examined leader
and/or subordinate perceptions of leadership while the remaining 26 (72 per cent)
investigated causal or correlational relationships between leadership and a range
of organisational and human resource-related phenomena.

Theoretical Focus /

approach

Decade of Publication

1970s 1980s 1990s 2000s 2010 - Total

Behavioural approach 1 2 1 13 2 19

Contingency approach 1 0 0 2 0 3

Leader-Member Exchange

(LMX) theory 0 0 4 2 2 8

Transformational

leadership theory 0 0 4 6 2 12

Power-influence theory 0 0 0 1 0 1

Servant leadership theory 0 0 0 0 1 1

Discussion paper 0 1 0 0 0 1

Conceptual / Literature

Review 0 0 1 0 0 1

Total 2 3 10 24 7 46