The Perceived Leadership Style and Employee Performance in Hotel Industry – a Dual Approach

Andreia Ispas
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Andreia Ispas: West University of Timisoara, Romania

REVISTA DE MANAGEMENT COMPARAT INTERNATIONAL/REVIEW OF INTERNATIONAL COMPARATIVE MANAGEMENT, 2012, vol. 13, issue 2, 294-304

Abstract: Hotel industry is an industry based on specific services and a high degree of employees (especially front line employees) client direct contact. A good relationship with the manager helps the subordinate to work beyond his daily effort, to be oriented to improve continuously his work performance and to give maximum of satisfaction to clients. This research paper is aiming to discuss the perceived leadership style and employees’ individual performance related to job satisfaction and organizational commitment in the hotel industry from Romania. In order to achieve this, it was explored a dual perception: managers’ perception and employees’ perception. Four leadership styles were studied: autocratic, participative, transformational and transactional. The employee performance was studied taking into account: efficiency and efficacy. The method of research was based on questionnaires using Likert Scale measurement. These were applied on 20 managers and 30 employees without management position. The differences and similarities were identified in the dominance of the leadership style and in employees’ perceived individual performance. Managers perceived their own leadership style more autocratic and participative meanwhile employees perceived them to be more autocratic and transformational. Employee performance is not perceived as being high by them self and managers. Both agree that the quality of employees’ work majority depends of their interest and of their relationship with their colleagues.

Keywords: leadership style; employee performance; hotel industry; job satisfaction; organizational commitment. (search for similar items in EconPapers)
JEL-codes: J54 M10 M51 (search for similar items in EconPapers)
Date: 2012
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Citations: View citations in EconPapers (4)

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Persistent link: https://EconPapers.repec.org/RePEc:rom:rmcimn:v:13:y:2012:i:2:p:294-304

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