Series editor(s): Professor Arch Woodside
Subject Area: Tourism and Hospitality
|Title:||Leadership style and employee's job satisfaction in international tourist hotels|
|Volume:||2 Editor(s): Arch G. Woodside ISBN: 978-0-76231-451-5 eISBN: 978-1-84950-522-2|
|Citation:||Chien-Wen Tsai (2008), Leadership style and employee's job satisfaction in international tourist hotels, in Arch G. Woodside (ed.) 2 (Advances in Culture, Tourism and Hospitality Research, Volume 2), Emerald Group Publishing Limited, pp.293-332|
|DOI:||10.1016/S1871-3173(08)02005-3 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Article type:||Chapter Item|
|Abstract:||International tourist hotels play important roles in the service industry and have to constantly improve their competitiveness. They need to provide their customers with consistently high service quality in order to satisfy them. The employees of the international tourist hotels are the most important links in the service delivery chain because they are in direct contact with their customers. Because employee morale affects customer satisfaction the managers of the international tourist hotels need to cultivate good relations with their internal staff. Prior research identifies many factors affecting the satisfaction of employees. While relevant literature extensively investigates job satisfaction and leadership behavior, studies of these variables in the tourism service, particularly in hotel management, are almost absent. This research concerns the correlation between the style of managerial leadership and employee's job satisfaction in the international tourist hotel industry. After literature reviewing, empirical model and hypotheses are established. The study employs the questionnaires to conduct an investigation for employees in international tourist hotels so as to collect information. This research surveys 500 employees in international tourist hotels by questionnaire. A total of 300 questionnaires were returned (73 percent). Through correlation analysis, this research discovers that employees are more satisfied under consideration-style-leadership than construction-style-leadership. After controlling for differences in salary, employees appear to prefer consideration-style-leadership. No matter what the leadership style is, employees’ job satisfaction does not relate towards their coworkers. Besides, employees have different perceptions on work, salary, and overall satisfaction depending on their education level and seniority. The findings in this research expand the knowledge of human resource management and provide some practical suggestions to managers. The study provides a mechanism by which hoteliers can obtain feedback from employees about leadership styles. Such feedback can then serve as the basis for further development of leadership theory across disciplines. This study provides a guide to the preparation of supervisor in the hotel industry as effective leaders for the dynamic environment of the future. This study also provides a basis for informing developers of leadership training programs that can lead to improved hospitality academic leadership.|
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