How leadership affects organisational citizenship behaviour – a study of independent hotels

Abstract

Purpose

The purpose of this paper is to examine the factors that managers in independent hotels can influence to improve organisational citizenship behaviour (OCB) by examining the relationship between leadership style and OCB through newly developed balanced organisational culture and trust variables. Unlike most studies, which have been on chain hotels, this study investigates these relationships in independent hotels in Iran. Additionally, organisational size was also included in the study.

Design/methodology/approach

Using information from Ministry of Cultural Heritage, Handicrafts and Tourism, 160 independent hotels were identified and approached. A survey was assembled using well-known instruments. In total, 392 usable questionnaires out of 1,150 distributed were collected from employees and analysed using structural equation modelling.

Findings

Contrary to previous studies, it was found that in this context, neither transformational nor transactional leadership affects trust directly but only through balanced organisational culture, and only transactional leadership had a direct relationship with OCB. Also, organisational size had a moderating effect on the relationship between trust and OCB.

Originality/value

The authors add to the theoretical literature dealing with the different behaviour of constructs developed in a Western context in other contexts and suggests that hotel managers in a collectivist culture, like Iran, who want to build OCB can do so by creating organisational culture conditions (Balanced Organisational Culture) that foster trust between managers and their subordinates.

Citation

Nazarian, A., Atkinson, P., Foroudi, P., Velayati, R., Edirisinghe, D. and Hosseini Tabaghdehi, A. (2022), "How leadership affects organisational citizenship behaviour – a study of independent hotels", International Journal of Culture, Tourism and Hospitality Research, Vol. 16 No. 1, pp. 35-54. https://doi.org/10.1108/IJCTHR-10-2020-0229