The current paper observes the effect of ethics in leadership on employees trust, affective commitments, and deviance behaviors. Ethical behavior, choices of supervisors and managers, and apprehension of the establishments where deviant activities are supported by workers will be vital. The impression of corrupt morals appears to be a risk to the achievement of the institution. This study made use of a method using a convenience sample. Statistics of 264 workers of sampled hotels were used to obtain the opinions of the respondents about the constructs. Confirmatory factor analysis, structural equation modeling, and correlation analysis were used to assess the main consequences and examine the causality among associated variables. The outcomes displayed revealed that ethical leadership can boost workers' trust in their leaders. Thus, workers can be successfully devoted to their tasks and have no motive to indulge in nonconformity actions when they trust in the leadership of their management. The outcomes showed that trust in leaders by staff definitely influences affective commitments and were against unconventional deviance behaviors, as seen from the consequences, outcomes, practical implications, and suggestions recommended, when making decisions, by future scholars.
The competitiveness in the hotel setting around the world is increasingly developing worldwide, as hotels try to follow innovative strategies to cultivate, and as customers have more alternatives to make choices. This paper makes use of 3 and 4 star hotels in the South‐west region of Cameroon. Five‐star hotels were not included in the study because none were found in the region. Leader–member exchange (LMX) induces good employee job performance and innovative outcomes through work engagement. Good behaviour can be seen in their positive innovations and voice contributions. As a result, leadership should be an essential part in the management setting; this work examines the influence of LMX on employees work engagement (EWE), and subsequently the effect of EWE on innovative work behaviour (IWB) and employee voice behaviour (EVB) in the hotels in the South‐west region of Cameroon. Poor relationship between leaders and their subordinates hinders employee's progress and threatens the organizations' productivity and long‐term success. Data used for the present study included 272 usable responses from hotel employees using three waves of collection with self‐administered questionnaire. Correlation, confirmatory factor and path analysis were implored for data analysis. According to the results, it was confirmed that leader's positive interactive behaviour could have an expressive influence on their follower's engagement levels, propagated their innovation and positive voice suggestions. Staffs with EWE can express innovative behaviour and pursue innovation by voluntarily performing behaviours that are not included in their roles. Hence LMX inspired employee's engagement, and the study has great theoretical and practical implications included.
One of the main objectives of tourism development (TD) is to enhance the quality of life (QOL) of communities and stakeholders. The enhancement of tourism activities can progressively enhance the popular possibilities for community regeneration. Decentralization in the tourism sector will enhance the livelihood of residents and stakeholders. This study aimed at investigating how decentralization in the tourism sector can enhance and improve the life of tourism stakeholders and the local residents. This research is a qualitative research that involves the stakeholders from various public and private tourism sectors in both the English and French speaking regions in Cameroon (both control by a single government). In addition, in-depth, face-to-face interviews were conducted with relevant key informants. The results indicate that tourism is still at its unawareness and infant stage. Vital outcomes suggest that, while respondents generally agreed that decentralization has many positive benefits on tourism stakeholders, such benefits are often concentrated at government level (centralized), or contained within privately owned businesses. The lack of decentralization sharing can be attributed to the low level of involvement of residents and stakeholders in the sector, unsuitable management practices that promote neither inclusiveness, nor the nomination of resident. The study recommends that policies and strategies that encourage urban development should be decentralized rather than centralized in the country, to ensure that the appropriate structures are put in place for the equitable distribution of the economic benefits to resident to enhance their quality of life. This paper is to demonstrate how well decentralization can enable and improve the life of tourism stakeholders.
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