Testing the Structure and Effects of Full Range Leadership Theory in the Context of China's Hotel Industry

Luo, Zhitian; Wang, Youcheng; Marnburg, Einar

doi:10.1080/19368623.2012.708959

Cited by 23 publications

(45 citation statements)

References 20 publications

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“…Because of those stories and poems, Chinese tourists develop a strong attachment to places because of their names even before they visit (Xu et al, 2008). Chinese are power and collectivism oriented (Luo, Wang, & Marnburg, 2013). When a guidebook, a famous person or masses suggest that one particular rock looks like someone or something, tourists of Chinese culture tend to accept the reasoning and the story behind the name.…”

Section: Discussionmentioning

confidence: 98%

Impact of culture on perceptions of landscape names

Zhang

Gürsoy

Zeng

et al. 2014

Tourism Geographies

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This study examines the impact of culture on landscape-name perceptions of tourists from China, United States, and Europe utilizing both Hofstede's and Hall's cultural typologies. Data for this study were collected from visitors to two national parks in China. Culture is found to have a significant impact on both sub-dimensions of understanding (legibility and coherence) and involvement (mystery and diversity). Findings suggest that tourists from different cultures are likely to interpret landscape names differently. Those from cultures with a high power distance and low individualism would prefer landscape names that are mystical, dreamy, fictive, ingenious, original, and poetic, while those from cultures with a lower power distance and high individualism would prefer names that simply describe the landscape.

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Section: Discussionmentioning

confidence: 98%

Impact of culture on perceptions of landscape names

Zhang

Gürsoy

Zeng

et al. 2014

Tourism Geographies

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“…It is also recommended that supervisors put more effort on their behaviors that embody transformational leadership, since supervisors at Chinese hotels appear to be weak in IIA and IIB of transformational leadership in MLQ (Form 5X) (Luo et al, 2013). We also suggest supervisors to develop related behaviors of IIA and IIB that can be learned, which are important to develop collective self-concept at organizational or group level (Shamir et al, 1993, Shamir, House, andArthur, 1993).…”

Section: Practical Implicationsmentioning

confidence: 95%

“…That is, LMX may play an important role in the development of Individual self-concept if the LMX quality is good. Furthermore, Passive leadership was proved to be negatively related to effectiveness of leadership, employee satisfaction with leaders, and employee extra role behavior (Luo et al, 2013), which may in turn adversely drive Individual self-concept. Combining the forgoing arguments, we propose that: H 5 .…”

Section: Leadership and Self-conceptmentioning

confidence: 99%

“…For instance, the significant difference between the concepts of Transformational leadership and Passive leadership was identified by Luo et al (2013). In detail, the concepts of Transformational leadership and Passive leadership of hotel supervisors in this study were derived from FRLT through EFA analysis, and the results also show that a two-factor model has better model fit indices than the traditional nine-factor model from FRLT (Form 5X) (Avolio and Bass, 2004) based on CFA, and good reliability and validity results.…”

Section: Correlations Among Factorsmentioning

confidence: 99%

“…Leadership styles are developed from the FRLT, which includes transformational, transactional, and laissez faire leadership with nine factors. According to a prior study (Luo et al, 2013), only two factors of leadership styles were embodied by hotel supervisors in China based on exploratory factor analysis and confirmatory factor analysis with pretty good goodness-of-fit indices; they are renamed as Transformational and Passive leadership. The new named Transformational leadership includes 12 items from IS, IM, IC of the original transformational leadership scale, and CR of the original transactional leadership scale.…”

Section: Full Range Leadership Theory (Frlt)mentioning

confidence: 99%

See 2 more Smart Citations

How is leadership related to employee self-concept?

Luo

Wang

Marnburg

et al. 2016

International Journal of Hospitality Management

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The effect of team cultural tightness and transformational leadership on employee creative behavior: A cross‐level moderated mediation model

Shi,

Song,

Zhou

et al. 2023

PsyCh Journal

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In recent years, “cultural tightness–looseness” refers to the strength of social norms and tolerance for deviant behaviors perceived by individuals in society, and team cultural tightness applied at the organizational level represents the strength of team norms. According to the cultural tightness–looseness theory, this study explores the influence of team cultural tightness on employee creative behavior, as well as the moderating role of transformational leadership and the mediating role of work engagement. A questionnaire method was used to survey five enterprise organizations in China through three stages, and 288 paired questionnaires were finally obtained from leaders and employees. The results found that team cultural tightness has a significant negative effect on employee creative behavior through the mediating effect of work engagement. In other words, the more the team culture in the workplace tends to be loose, the more it stimulates employee work engagement, which in turn promotes employee creative behavior. In addition, transformational leadership played a significant positive moderating role in the model. Under the influence of transformational leadership style, the negative impact of team cultural tightness on employee work engagement and creative behavior can be mitigated. The study enriches the understanding of the influence and action mechanism of the cultural tightness–looseness theory on employee creative behavior. In future research, the action mechanism of team cultural tightness interacting with different leadership styles to influence employee creative behavior will be explored more deeply.

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Testing the Structure and Effects of Full Range Leadership Theory in the Context of China's Hotel Industry

Cited by 23 publications

References 20 publications

Impact of culture on perceptions of landscape names

Impact of culture on perceptions of landscape names

How is leadership related to employee self-concept?

The effect of team cultural tightness and transformational leadership on employee creative behavior: A cross‐level moderated mediation model

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