Do emotions play a mediating role in the relationship between owner leadership styles and manager customer orientation, and performance in service environment?

Lee, Yong-ki; Kim, Young “Sally”; Son, Moon Hyun; Lee, Doo-Jin

doi:10.1016/j.ijhm.2011.02.002

Cited by 109 publications

(82 citation statements)

References 37 publications

Supporting

Mentioning

Contrasting

Unclassified

Order By: Relevance

“…To test for common method bias, we employed Harman's onefactor test (McFarlin and Sweeney, 1992;Bauer et al, 2006;Lee et al, 2011). This test was done by comparing the fit of the proposed model (i.e., multidimensional model) against the fit of a one-factor model.…”

Section: Assessment Of the Measurement Modelmentioning

confidence: 99%

The impact of CSR on relationship quality and relationship outcomes: A perspective of service employees

Lee

Kim

Lee

et al. 2012

International Journal of Hospitality Management

Self Cite

275

258

View full text Add to dashboard Cite

Section: Assessment Of the Measurement Modelmentioning

confidence: 99%

The impact of CSR on relationship quality and relationship outcomes: A perspective of service employees

Lee

Kim

Lee

et al. 2012

International Journal of Hospitality Management

Self Cite

275

258

View full text Add to dashboard Cite

“…The affective aspects are expressed by adequately operating with guests from different countries, managing in a results-oriented way to obtain satisfied guests, and acquiring staff possessing the ability to deliver hospitality. Watson 2008Lee et al 2011 Leading Management…”

Section: Resultsmentioning

confidence: 99%

The validity and reliability of the cross-national comparison of degree programme levels in European countries. What have students learnt?

2016

View full text Add to dashboard Cite

A cross-national comparison of degree programme levels became relevant when the borders of European countries opened for students and graduates, and higher education institutions were restructured into bachelor's and master's programmes. This new situation foregrounded the questions of what students are learning in the degree programmes of European countries and how to compare their achievements. Therefore, we conceptualised a valid and reliable 'level' construct that included a cognitive ('disciplinary thinking') and an affective aspect ('professional attitude'). The main research question for our exploratory study was: 'What procedure can lead to a valid and reliable cross-national comparison of degree programme levels?' To achieve this comparison, we designed a Three-Step Procedure, in which level was operationalised (step 1), measured and analysed (step 2), and compared crossnationally (step 3). The study was conducted in collaboration with four bachelor programmes in Hotel Management from four European countries; a total of 783 participants were involved. Four themes were generated to operationalise the concept of level: professional management, hospitality business research, leading management, and strategic management; their respective learning outcomes were measured with a questionnaire. Principal component analysis identified the conceptualised themes and measured their components with eigenvalues ≥1, which explained 66 % of the variance. The reliability of the components exceeded a Cronbach's alpha coefficient of 0.70. Analysis of the components and of the single samples showed strong validity and reliability for the learning outcomes. Thus, we believe this study has produced a rigorous means to compare degree programme levels across countries.The validity and reliability of the cross-national comparison 705

show abstract

“…The test result supported the evidence of discriminant validity among the constructs at the level of p < 0.01. Lastly, common method bias was tested using Harman's one-factor test (Lee et al, 2011). A one-factor solution suggests χ 2 = 1,255.823 and df = 119 compared with χ 2 = 146.873 and df = 109…”

Section: B the Procedures Of Analysismentioning

confidence: 99%

Authentic Leadership and its Consequences in a Hotel Restaurant Context

Lee¹,

Lim²,

Swanson³

et al. 2016

Glob Bus Financ Rev

View full text Add to dashboard Cite

A B S T R A C TThis paper examines the effect of authentic leadership on leader trust, organizational identification, job performance, and employee loyalty within the context of a food-and beverage department in a hotel. The data were collected from 204 hotel employees and analyzed using structural equation modeling. Findings are as follows: authentic leadership had significant effects on leader trust and job performance, but does not affect organizational identification. Leader trust was found to have significant influences on organizational identification and employee loyalty, and fully mediated the relationship between authentic leadership and organizational identification. Organizational identification significantly affected both job performance and employee loyalty and plays a full mediating role between leader trust and job performance, and also plays a partial mediating role between leader trust and employee loyalty. Finally, job performance had a significant effect on employee loyalty.

show abstract

Do emotions play a mediating role in the relationship between owner leadership styles and manager customer orientation, and performance in service environment?

Cited by 109 publications

References 37 publications

The impact of CSR on relationship quality and relationship outcomes: A perspective of service employees

The impact of CSR on relationship quality and relationship outcomes: A perspective of service employees

The validity and reliability of the cross-national comparison of degree programme levels in European countries. What have students learnt?

Authentic Leadership and its Consequences in a Hotel Restaurant Context

Contact Info

Product

Resources

About