EMPLOYEE PERCEPTION OF LEADERSHIP STYLES BY LAS VEGAS CASINO-GAMING MANAGERS

Gregory W. Goussak and Jon K. Webber

International Journal of Management and Marketing Research, 2011, vol. 4, issue 2, 85-98

Abstract: As the casino-gaming industry continues to grow, the understanding of leadership styles becomes even more important because of competition and economic challenges. The purpose of this research study was to examine employee perceptions of managerial leadership styles in Las Vegas casino-gaming operations in conjunction with revenue growth between 2000 and 2006. Participants in the current research study completed the Multifactor Leadership Questionnaire Form 5X (MLQ) to express their perceptions about the leadership styles of casino-gaming managers. The study revealed that Las Vegas casino-gaming employee participants perceived their managers as following a transactional rather than a transformational style of leadership. In addition, revenue growth was not seen as a determining factor in how employees viewed their manager’s leadership style.

Keywords: Leadership; Transformational Leadership; Casinos; Gaming (search for similar items in EconPapers)
JEL-codes: M1 (search for similar items in EconPapers)
Date: 2011
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