The Effects of Leadership Style on Hotel Employees' Commitment to Service Quality

Abstract

One of the continuing challenges in the hotel industry is providing consistent levels of quality service across units. Although recruitment, selection, and training practices are often standardized across units (within a given market), frontline employees' performance varies. This study examines the role that individual unit management plays in this process by looking at how a manager's commitment to service quality and that person's leadership style affect the way frontline employees do their job. The fundamental implication of this study is that managers who are committed to service quality and employ an empowering leadership style can create a transformational climate that conveys their commitment to quality service to their frontline employees. This leads to employees who are more likely to share the organization's values, who understand their role in the organization, who are more satisfied with their jobs, and who perform at a higher level of quality in serving hotel guests.

The Examination of the Influence of Transformational Leadership over Commitment to Service Quality: A Case of Hospitals of Sindh, Pakistan

“…The empirically findings of the previous research report that transformational leadership enhances attitude and performance of employees (Lowe et al, 1996;Bass, 1999). There is sufficient evidence available in the past research that transformational leader's can greater the employees' satisfaction and commitment to their organizations (Clark et al, 2009;Barling et al, 2000;Hater & Bass, 1988).…”

“…Several studies have demonstrated that transformational leaders are seen to lead their employees to convey high affective commitment (Clark et al, 2009;Erkutlu, 2006;Barnett et al, 2001;Liao & Chuang, 2007). Meyer and Allen (1991) described that Affective commitment "an employee's emotional attachment to, identification with and involvement in the organization".…”

“…In two separate studies (Irfan & Ijaz, 2011;Natasha & Sbroto, 2003) mentioned that customer contact employees do not initiate and give importance to their customers suggesting leaders to enhance the commitment of frontline employees to deliver service quality. Literature also suggests that leadership mechanism might help to overcome this situation (Waldman, 1993;Jabnoun, 2002;Natasha & Subroto, 2003;Hartline et al, 2000;Clark et al, 2009;Hashim & Mahmood, 2012) further suggesting that as the leaders help in envisioning the goal and they provide the resources and environment which can enhance CSQ. Particularly, Transformational leadership style has the potential to enhance CSQ (Clark et al, 2009).…”

“…Literature also suggests that leadership mechanism might help to overcome this situation (Waldman, 1993;Jabnoun, 2002;Natasha & Subroto, 2003;Hartline et al, 2000;Clark et al, 2009;Hashim & Mahmood, 2012) further suggesting that as the leaders help in envisioning the goal and they provide the resources and environment which can enhance CSQ. Particularly, Transformational leadership style has the potential to enhance CSQ (Clark et al, 2009). Hence the main objective of this study is to examine the influence of transformational leadership style over CQS in the hospitals in Sindh, Pakistan.…”

The Work Effectiveness of Ship Crew National Shipping in Indonesia

“…In adition, leadership style is the most prevalent factor that influences employees' attitudes and behaviors including organizational commitment (Clark, Hartline, & Jones, 2009). …”