consequence of high-quality LMX relationships. However, despite being the only
other hospitality-leadership study to employ French and Raven’s power bases
framework, Borchgrevink and Boster’s study was not cited in Erkutlu and Chafra’s
2006 study.
Brownell (2010) examines the potential contribution of servant leadership
approaches in hospitality industry and hospitality education contexts. In common
with Burns’ (1978) earlier conceptions of transforming leadership, servant
leadership emphasises the moral and ethical aspects of leadership; with servant
leadership, however, leaders are motivated by a desire to serve rather than to
lead (Bolden 2004: 12). As Brownell puts it, “...influence is achieved through the
act of service itself. This characteristic is key, and it results in an egalitarian
leader-follower relationship” (2010: 366). Brownell’s desk-based study explored
servant leadership’s potential to positively contribute to both the hospitality
industry and to hospitality education. The study concludes that servant
leadership in the hospitality industry has the potential to contribute to
empowering hospitality employees and also to workplace trust, respect and
personal integrity. Brownell argues that, since all of these factors can help
underpin ethical practices in values-based organisational culture hospitality, then
educators should address servant leadership in hospitality curricula.
Keegan’s (1983) discussion paper examined leadership and hospitality in a
societal context with the rationale that managerial leadership cannot be studied in
isolation from wider leadership debates, which themselves are located within the
context of changing societal conditions. Keegan’s thesis concludes with the
recommendation that the way forward for managerial leadership in the hospitality
sectors would be to create a work environment “...in which the employee’s real
needs are satisfied” (1983: 92-93). Keegan also reports (p. 78) on the findings of
his informal research with hotel managers (in the USA) who were asked to
hierarchically rank a set of five prescriptive statements about the nature of
leadership in hospitality. The managers reported that effective leadership in
hospitality organisations is typified by leaders’ abilities to: (i) stimulate employees
to understand organisational goals and motivate employees to seek to achieve
these goals; and (ii) gain the respect of employees to effect their willing co-
operation. Interestingly, these leadership behaviours are accurately described
using the transformational leadership factors of Inspirational Motivation (IM) and
Idealised Influence (IIa and IIb).