The mediating role of hotel employees’ job satisfaction and performance in the relationship between authentic leadership and organizational performance

Abstract

Authentic leadership is a positive leadership theory, conceptualized under the influence of positive psychology and positive organizational behaviour movement. Although it has become a recognized leadership theory, it is still somewhat neglected in the hospitality literature. To address this gap, the paper seeks to develop and test a conceptual model linking authentic leadership to organizational performance in the hospitality context. Hypotheses were tested using hierarchical multiple regression analysis on a sample of 226 employees from 24 hotels in Croatia. The research results confirmed the positive impact of authentic leadership on hotels’ operational performance, which was mediated by followers’ job satisfaction and performance. There was no empirical support for the hypothesized impact of authentic leadership on hotels’ financial performance. The findings suggest that authentic leadership behaviours, together with positive organisational settings, characterized by flexible organizational structure, are more likely to enhance desirable employees’ attitudes and behaviours, resulting in improved organizational performance.

Job Performance, Task Performance, Contextual Performance: Development and Validation of a New Scale

“…Institutions apply a number of managerial techniques to increase the job satisfaction of their employees. As a result of these efforts, positive developments are achieved in the performances and activities of employees who experience a high level of job satisfaction (Akkoç et al, 2012;Veerasamy et al, 2013;Cullen et al, 2014;Haider et al, 2018;Shafique et al, 2018;Davidescu et al, 2020;Loan, 2020;Kaštelan Mrak et al, 2021). With this in mind, as a result of correlation analyses made with the data obtained from the second and third sample groups, positive and significant relationships were obtained between job satisfaction and job performance.…”

“…In this context, the job satisfaction scale was included in the research model for the data collected from the second and third samples, used as the predecessor variable and the correlations between the job satisfaction and job performance were examined. The reason for choosing this variable for criterion validity is that the relationships between job satisfaction and job performance have been frequently discussed in studies (Akkoç et al, 2012;Veerasamy et al, 2013;Cullen et al, 2014;Haider et al, 2018;Shafique et al, 2018;Çalışkan, 2018;Davidescu et al, 2020;Loan, 2020;Kaštelan Mrak et al, 2021).…”

Compensation and Working Time in relation to Employee Performance

“…Talukder & Galang (2021) studied employee performance in financial sector companies in Sydney, Australia. Mrak & Kvasić (2021) studied employee performance at twenty-four hotels in Croatia. López-Cabarcos et al (2022) studied employee performance in Spain's industry.…”