Transformational leadership and team performance: an empirical study of the hotel industry of Pakistan

Hassan, Masood; Iqbal, Zeeshan; Shafique, Ubaidullah; Bukhari, Nayab

doi:10.1504/ijbex.2019.099555

Cited by 3 publications

(4 citation statements)

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“…This is also reinforced by Bourne and Smith-Sherwood (2018), who claim that an excellent leader may stimulate and massage his or her followers' cognition into action by harmonizing people's perceptions. The next attribute is power, which underlies a leader's understanding of how to influence the company's followers (Hassan et al, 2019). Transformational leadership is a critical component impacting employee performance and affective commitment (Astuty and Udin, 2020).…”

Section: Transformational Leadership Style and Employee Performancementioning

confidence: 99%

The effects of transformational leadership dimensions on employee performance in the hospitality industry in Malaysia

et al. 2022

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Employee performance plays a crucial role in the productivity of organizations, especially in the hospitality industry in Malaysia. This work performance is influenced by leadership style, and finding the type of leadership style that is suitable to apply to employees is crucial, especially in the midst of the COVID-19 pandemic. Transformational leadership theory is selected for this study in determining leadership styles. There are four dimensions under transformational leadership theory, namely idealized influence, individualized consideration, inspirational motivation and intellectual stimulation. Data were collected online from 400 employees working in the hospitality industry in Malaysia and analyzed using partial least square structure equation modeling (PLS-SEM). The findings show that only two dimensions of transformational leadership, namely idealized influence and inspirational motivation, have a significant positive influence on employee performance. Implications in the context of human resource management and recommendations to increase employee performance are also discussed.

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Section: Transformational Leadership Style and Employee Performancementioning

confidence: 99%

The effects of transformational leadership dimensions on employee performance in the hospitality industry in Malaysia

et al. 2022

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“…Through this, the current study assessed the score of variance accounted for (VAF) (Table 12). Currently, numerous research studies are following this approach for mediation analysis (Blanco-Oliver et al , 2018; Hassan et al , 2019).…”

Section: Discussionmentioning

confidence: 99%

Evaluating megaprojects from a sustainability perspective: a case of China-Pakistan economic corridor (CPEC)

Hassan

Mahmood

Janjua³

et al. 2022

JCEFTS

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Purpose This paper aims to examine the impact of various economic, social and environmental issues on the sustainable development of Pakistan, both directly and indirectly through the sustainability dimensions of China–Pakistan Economic Corridor (CPEC), a multi-billion-dollar megaproject. Design/methodology/approach Using a quantitative (deductive) methodological approach, data were collected using a strategy of an online questionnaire survey from diverse stakeholders of CPEC in Pakistan. Partial least squares-based structural equation modeling technique was used to test the relationship between observed and latent variables. Findings The results confirmed the positive impact of various economic, social and environmental issues on the sustainable development of Pakistan directly and indirectly through the partial mediation of sustainability dimensions of CPEC. Practical implications Sustainability perceptions of stakeholders about CPEC and its relationship with sustainable development are critical issues for governments and policymakers. This paper suggest how economic, social and environmental dimensions of CPEC can enhance the positive perception which is necessary for stakeholder involvement and support for megaprojects such as CPEC. Originality/value This study evaluated the megaprojects of CPEC from a sustainability perspective through stakeholders’ perceptions by proposing and testing a parsimonious research model that has never been examined in the existing literature.

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“…The relationship between leadership effectiveness and organisational performance has been a global phenomenon (Almatrooshi et al, 2016;Hassan et al, 2019). In the words of McNair et al (2011), leadership is considered an art of motivating followers to attain a shared goal.…”

Section: Expatriate Leadership Effectiveness and Organisational Perfo...mentioning

confidence: 99%

“…Under such circumstances, potential success of MNCs is greatly dependent on their organisational business performance, or in other words, their ability to meaningfully formulate strategies for attaining institutional objectives specially achieving profit and surviving successfully (Lovvorn and Chen, 2011;Rajagopal and Davila, 2020). This effort in turn requires globally competent and highly skilled expatriate leaders, who could contribute to the organisational business performance development in the organisations where many expatriate are working (Hassan et al, 2019;Rockstuhl et al, 2011;Okoro, 2012). Expatriates are sojourners who leave their countries to undertake business assignments with the intention of an eventual return (Ahmad and Saidalavi, 2019;Okpara, 2016).…”

Section: Introductionmentioning

confidence: 99%

Tracing the Route to Organizational Performance through Expatriate Leadership Effectiveness: The Role of Emotional, Cultural and Spiritual Intelligence

Sarker¹,

Hossain²,

Islam³

et al. 2021

IJBEX

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This study aims to determine the effects of emotional, cultural and spiritual intelligence on organisational performance through expatriate leadership effectiveness. For doing so, a conceptual framework has been designed. Afterwards, data were collected from expatriate managers of various multinational corporations in Kuala Lumpur, Malaysia, through the employment of self-administered questionnaires. The collected data were later analysed through SPSS and SEM. The outcomes indicated that cultural and spiritual intelligence have positive effects on expatriate leadership effectiveness. Furthermore, emotional, cultural and spiritual intelligence and expatriate leadership effectiveness have positive effects on organisational performance. The results have also shown that expatriate leadership effectiveness mediates the relationship between cultural and spiritual intelligence and organisational performance. Implications, limitations and future research directions are discussed.

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Transformational leadership and team performance: an empirical study of the hotel industry of Pakistan

Cited by 3 publications

References 0 publications

The effects of transformational leadership dimensions on employee performance in the hospitality industry in Malaysia

The effects of transformational leadership dimensions on employee performance in the hospitality industry in Malaysia

Evaluating megaprojects from a sustainability perspective: a case of China-Pakistan economic corridor (CPEC)

Tracing the Route to Organizational Performance through Expatriate Leadership Effectiveness: The Role of Emotional, Cultural and Spiritual Intelligence

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