The Relationship Between Leadership Styles, Organizational Culture and Group Dynamics in the Hospitality Industry

Angelos Ntalakos (), Dimitrios Belias and Athanasios Koustelios
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Angelos Ntalakos: University of Thessaly
Dimitrios Belias: University of Thessaly
Athanasios Koustelios: University of Thessaly

A chapter in Recent Advancements in Tourism Business, Technology and Social Sciences, 2024, pp 313-340 from Springer

Abstract: Abstract Human capital is regarded to be one of the most important factors for the success of a hospitality company. Hotel employees represent the entire hotel company and they are usually considered to be a part of the first impression that the customers gain from the hotel company. According to previous research, the abilities and competencies of the members of an organization (such as a hotel company) are often influenced by the leadership styles which are adopted by the management as well as the organizational culture. So, it is very important to investigate the role that leadership styles and organizational culture play in the formation of group dynamics which is the key factor for creating efficient hotel work teams. The aim of the current paper is to examine the effect (positive or negative) of the variables of leadership styles (such as transformational) and organizational culture on the variable group dynamics in the hospitality industry. Although several types of research have been conducted, which connect leadership styles and organizational culture, there seems to be an empirical gap in the connection between leadership styles, organizational culture, and group dynamics, especially regarding to the hospitality industry. Hence, the current paper aims to shed some light on this gap through empirical research which was conducted on employees of 4 and 5-star hotels. The outcome of the research revealed that there are connections between the abovementioned factors.

Keywords: Leadership styles; Organizational culture; Group dynamics; Hospitality industry; Moderating role; Mediating role; M10; M12 (search for similar items in EconPapers)
Date: 2024
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Persistent link: https://EconPapers.repec.org/RePEc:spr:prbchp:978-3-031-54342-5_19

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DOI: 10.1007/978-3-031-54342-5_19

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