Impact of Ten Cs leadership practices on employee engagement with respect to socio demographic variables: a study of hotel and tourism industry in National Capital Region, Delhi, India

Anu Singh Lather, Shri Vinod K. Jain and Shilpa Jain

International Journal of Indian Culture and Business Management, 2016, vol. 12, issue 4, 425-445

Abstract: The present study was aimed to map the effect of specific leadership practices on employee engagement with respect to the socio-demographic profile of employees working in the hotel and tourism industry. A sample of 100 employees was selected using stratified random sampling. Ten Cs suggested by Dan Crim and Seijts (2006) were taken as leadership practices and employee engagement was measured through job satisfaction, organisational commitment, intent to stay, pride, advocate, and emotional connect. The results show that males prefer democratic control while females want control as well as leader's focus on their career development. The results of the study also reveals different leadership practices (Ten Cs) which engage employees belonging to different income group, educational background, marital status, family type, schooling type, socio economic status, and area of location. Interestingly, these socio demographic factors differentiate amongst individuals as regards with which specific leadership practices engage them in their jobs.

Keywords: leadership practices; employee engagement; service industry; socio-demographic factors; services; ten Cs; hotel industry; tourism industry; India; job satisfaction; organisational commitment; intent to stay; pride; advocate; emotional connect; democratic control; gender; leader focus; career development; income group; educational background; marital status; family type; schooling type; socio economic status; location. (search for similar items in EconPapers)
Date: 2016
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