Empowering leadership and management innovation in the hospitality industry context

Abstract

Purpose This study aims to examine a model that uses climate for creativity as an intervening mechanism for the relationship of empowering leadership to management innovation in the hospitality industry. Design/methodology/approach The sample comprises 127 hotels in Morocco. Data were gathered from two sources, namely, the administrative department managers and the front desk managers. Structural equation modeling analyses along with the Bayesian estimation technique were used. Findings Findings demonstrate that the climate for creativity plays a mediating role between empowering leadership and management innovation. The climate for creativity dimensions of employee creativity recognition, flexibility to change and adequate resources for innovation pave the way for empowering leaders in the adoption of new management practices, processes or structures. Practical implications This study suggests that climate for creativity can be an effective tool for implementing management innovation. Hence, leaders and managers of hotel firms, who aim to obtain innovative results in the managerial spheres, should capitalize on the benefits of building a positive climate for creativity. Originality/value The present paper bridges a gap pertaining to antecedents and factors that impact management innovation. It is the first of its kind to investigate the influence of empowering leadership on management innovation with climate for creativity as a mediating variable.

Business model innovation: A study of empowering leadership

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Customer Cooperation and Employee Innovation Behavior: The Roles of Creative Role Identity and Innovation Climates

“…For service sector firms such as hotels, innovation has been key to improving competitiveness and performance ( Campo et al, 2014 ). Due to the special nature of the service industry, innovation in hotels is often about service improvements that rely on employees (especially frontline employees in contact with customers) more than professionals ( Ottenbacher, 2007 ; Li and Hsu, 2016b ; Hassi, 2019 ). It has been widely accepted that employee innovation behavior is beneficial to both service sector firms and employees themselves ( Martínez-Ros and Orfila-Sintes, 2012 ).…”

The Mediating Role of Knowledge Sharing in the Effect of Empowering Leadership on Innovative Work Behavior: A Research in the Information Sector

“…Literatürde güçlendirici liderlik ile bilgi paylaşımı ilişkisini inceleyen araştırmalarda (Srivastava vd., 2006;Xue vd., 2011;Kasemsap, 2013;Lee vd., 2014;Wu ve Chen, 2015;Wu ve Lee, 2017;Bucher vd., 2020;Sönmez Çakir ve Adigüzel, 2020), güçlendirici liderlik ile yenilikçi iş davranışı ilişkisini inceleyen araştırmalarda (Slåtten vd., 2011;Sagnak, 2012;Gkorezis, 2016;Hassi, 2019;Mutonyi vd., 2020;Stanescu vd., 2020) ve bilgi paylaşımı ile yenilikçi iş davranışı ilişiklerini inceleyen araştırmalarda (Kim ve Park, 2017;Akram vd., 2018;Hassan vd., 2018;Akram vd., 2020) her üç değişkenin de birbirleri ile pozitif yönde etkileşimlerinin olduğu belirtilmektedir.…”