Erkutlu (2008) - Turkey
Applied
focus
Influence of leadership behaviours on both organisational and leader
effectiveness
Managers and non-managerial employees in hotels
Findings Results suggest the need for more transformational leaders in
hospitality organizations
Significant relations between leadership behaviours and both
organizational and leadership effectiveness
Hinkin and Schriesheim (2008) – USA [theoretical focus]
Applied
focus
Theoretical paper using a hospitality sample
Transactional and non-leadership measures in MLQ
Managerial and non-managerial employees in hotels
Findings Recommendations regarding theoretical and scale refinements
concerning the transactional and non-leadership dimensions of the MLQ
Scott-Halsell et al. (2008) - USA
Applied
focus
Transformational leadership and emotional intelligence (EI)
Students in hospitality programmes
Findings Students in hospitality undergraduate programs do not possess the
level of EI needed to be successful transformational leaders
These findings demonstrated the need to incorporate EI instruction
into orientation and training programs
Patiar and Mia (2009) - Australia
Applied
focus
Relationship between hotel departments’ financial and non-financial
performance and transformational leadership style
Department managers in hotels
Findings TL style was positively associated with the non-financial performance,
which, in turn, was positively associated with the financial performance
(inc. customer satisfaction) of the departments
Gill et al. (2010) – Canada and India
Applied
focus
Relationship between TL and employee desire for empowerment
Hospitality industry employees (restaurants and hotels)
Findings Managers who exhibit TL behaviours are more likely to heighten their
employees’ desire to be empowered, regardless of cultural context
Zopiatis and Constanti (2010) – Cyprus
Applied
focus
Association between leadership styles (transformational,
transactional and passive/avoidance) and leader burnout
Full-time hotel managers
Findings TL is negatively related to emotional exhaustion; passive avoidance is
positively related to emotional exhaustion
Source: author
Table 3-6 (cont) Transformational leadership hospitality studies: foci
and findings
Gill et al. (2006) examined the impact of TL on employee job stress and the
impact of job stress on employee burnout while Gill et al.’s subsequent (2010)
paper sought to examine the issues surrounding employee desire for
empowerment that the 2006 paper had highlighted. Zopiatis and Constanti
(2010) note the significance of general health-related and burnout-specific studies
in the organisational studies field; they acknowledge that Gill et al. (2006) studied
TL and employee (follower) burnout but that there remains a dearth of material
(in general and in the hospitality context) examining the influence of leadership
styles on leader burnout.