Title

The Effects of Leadership Style on Hotel Employees' Commitment to Service Quality

Document Type

Article

Publication Date

2008

Keywords

hotel management, leadership styles, service excellence

Abstract

One of the continuing challenges in the hotel industry is providing consistent levels of quality service across units. Although recruitment, selection, and training practices are often standardized across units (within a given market), frontline employees' performance varies. This study examines the role that individual unit management plays in this process by looking at how a manager's commitment to service quality and that person's leadership style affect the way frontline employees do their job. The fundamental implication of this study is that managers who are committed to service quality and employ an empowering leadership style can create a transformational climate that conveys their commitment to quality service to their frontline employees. This leads to employees who are more likely to share the organization's values, who understand their role in the organization, who are more satisfied with their jobs, and who perform at a higher level of quality in serving hotel guests.

Recommended Citation

Clark, Ronald A., Michael D. Hartline, and Keith C. Jones. "The effects of leadership style on hotel employees' commitment to service quality." Cornell Hospitality Quarterly 50, no. 2 (2009): 209-231.

DOI for the article

10.1177/1938965508315371

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