Transformational leadership and branding behavior in Taiwanese hotels

Uen, Jin‐Feng; Wu, Ting; Teng, Huei‐Chun; Liu, Yu-Shuan

doi:10.1108/09596111211197782

Cited by 39 publications

(27 citation statements)

References 48 publications

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“…For example, based on Asree et al (2010), leadership competency influences hotel performance. Also, Uen et al (2012) found that transformational leadership leads to a better company performance within the hotel industry. The main contribution of this research is to suggest empirical evidence to support the impact of spiritual leadership on hotel performance.…”

Section: Managerial Implicationsmentioning

confidence: 98%

Studying the effect of spiritual leadership on organizational performance: an empirical study in hotel industry

Salehzadeh

Pool

Lashaki

et al. 2015

International Journal of Culture, Tourism and Hospitality Research

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Purpose – The purpose of this paper is to investigate the effect of spiritual leadership on organizational performance based on the balanced scorecard (BSC). Design/methodology/approach – Statistical population includes the middle managers of 60 hotels across eight provinces in Iran. For data analysis, 207 accurate completed questionnaires have been used. Structural equation modeling has been used to explore the relationships between the research variables. Findings – The findings showed that spiritual leadership has a significant positive effect on calling and membership. Also, spiritual leadership, calling and membership have a significant positive effect on organizational performance. Originality/value – This paper by presenting a comprehensive model provides a framework and approach for studying the performance consequences of spiritual leadership in the hotel industry using the BSC.

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Section: Managerial Implicationsmentioning

confidence: 98%

Studying the effect of spiritual leadership on organizational performance: an empirical study in hotel industry

Salehzadeh

Pool

Lashaki

et al. 2015

International Journal of Culture, Tourism and Hospitality Research

View full text Add to dashboard Cite

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“…Recent research in hospitality (Uen et al, 2012) and in tourism on micro DMOs (Zach, 2016) has highlighted the role of 'transformational leadership' in innovative behaviour. This induces employees' trust and commitment, and creates an organisational brand climate where members have shared perceptions (Liao and Chuang, 2007).…”

Section: Organisational Innovativeness Collaborative Innovation and mentioning

confidence: 99%

Collaborative innovation: catalyst for a destination’s event success

Schofield

Crowther

Jago

et al. 2018

IJCHM

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Purpose This paper aims to contribute to theory concerning collaborative innovation through stakeholder engagement with reference to Glasgow City Marketing Bureau’s (GCMB’s) management strategies, which represent UK best practice in events procurement, leveraging and destination branding. Design/methodology/approach The research adopts a case study design to facilitate an in-depth evaluation of the destination marketing organisation’s (DMO’s) critical success factors. Multiple perspectives on GCMB’s collaborative innovation are achieved through semi-structured interviews with senior managers from the bureau, key stakeholders and other DMOs. Findings GCMB’s success results from long-term, extensive, collaborative engagement, a unique institutional structure and sustained political and financial support through to transformational leadership, strategic event selection and targeted marketing through “earned” distribution channels. Research limitations/implications The study takes a single case study approach and focusses on GCMB’s event-led branding strategy. Given the importance but relative neglect of long-term inter-personal relationships in collaborative innovation, future research should focus on the development of social capital and adopt a longitudinal perspective. Practical implications The paper provides insights into the collaborative innovation process with a range of stakeholders, which underpins GCMB’s events strategy and its leveraging of the city brand. In particular, the study highlights the need for entrepreneurial leadership and the development of long-term relationships for effective engagement with stakeholders. Originality/value Previous research has focussed on outcomes and neglected pre-requisites and the process of collaborative innovation between destination stakeholders. This study examines this issue from the perspective of a successful DMO and presents a conceptual framework and new engagement dimensions that address this gap in knowledge.

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“…The business environment comprises several unfavorable factors such as layoffs, downsizing, and loss of job security, and other related forms of organizational change have eroded the psychological contract between employees and employers (Epitropaki, 2013;Ye et al, 2012). In addition, supervisor's influence to support superior service is critical to tourism organizations (Asree et al, 2010;Gill et al, 2010;Testa and Sipe, 2012;Uen et al, 2012). Therefore, when employees cannot perceive the fulfillment of commitments by organizations or employers, such as in terms of pay, promotion, and job security, employees exhibit decreased willingness to devote their skill, effort, knowledge, and loyalty (Cavanaugh and Noe, 1999), which leads to an increase in the turnover intention (Collins, 2010;Sutton and Griffin, 2004).…”

Section: Introductionmentioning

confidence: 98%