leadership and motivation in hospitality

Authors Context (C), Aims (A) and Findings (F)
White
(1973)

(C) Supervisory and managerial staff in UK hotels
(A) To assess staff perceptions of and acceptance of leadership styles
(F) Majority of respondents perceived managers as using an
autocratic management style; but would prefer a more consultative
management style
Shortt
(1989)

(C) Hotel managers in Northern Ireland
(A) Mintzbergian analysis of work activities
(F) Leadership was 3rd most important dimension
Worsfold
(1989)

(C) Hotel general managers of a major UK hotel group
(A) To link leadership style with managerial effectiveness
(F1) Balance between consideration and initiating structure
(F2) Suggests autocratic style with consultative overtones
Cichy and
Schmidgall
(1996)

(C) Financial executives of US lodging firms
(A) Develop hierarchy of leadership traits and behaviours
(F) Leadership ranked least important at the line/hourly employee
level
El Masry et
al. (2004)

(C) Hotel general managers in Egypt (5-star chain hotels)
(A) Assess the differences between Egyptian and foreign hotel general
managers
(F1) No difference in leadership effectiveness
(F2) Egyptian GMs more relationship-oriented; foreign GMs more
task-oriented
Arendt and
Gregoire
(2005)

(C) US college hospitality students
(A) Measure type and frequency of leadership behaviour
(F) Hospitality students perform leadership behaviours at college and
at work
Nicolaides
(2006)

(C) South African hotels
(A) To assess the distinction between leadership and management in
hotels
(F1) Recommends the conceptual merging of leadership and
management
(F2) Suggests a role-based catalogue of leader behaviours for
successful leadership
Yang
(2007)

(C) International tourist hotels in Taiwan

(A) Competing-values approach to investigate relationships between

knowledge sharing, organizational culture/collaboration and

leadership

(F) Significant relationships exist between some leader behaviours

and knowledge sharing

Arendt and
Gregoire
(2008)

(C) US college hospitality students

(A) Comparison of leadership practices between students

(F) Students who reported reflecting on their actions in classroom and

work settings had significantly higher leadership scores in certain

leadership practices

Source: author

Table 3-3 Miscellaneous behavioural approach studies