Transformational Leadership Style
International Journal of Hospitality Management 28 (2009) 254–262
Contents lists available at ScienceDirect
International Journal of Hospitality Management journal homepage: www.elsevier.com/locate/ijhosman
Transformational leadership style, market competition and departmental performance: Evidence from luxury hotels in Australia
Anoop Patiar a,*, Lokman Mia b a b
Department of Tourism, Leisure, Hotel and Sport Management, Griffith University, 170 Kessels Road, Nathan, Brisbane, Qld. 4111, Australia Department of Accounting, Economics and Finance, Griffith University, 170 Kessels Road, Nathan, Brisbane, Qld. 4111, Australia
A R T I C L E I N F O
A B S T R A C T
Keywords: Market competition Transformational leadership style Departmental performance Hotels and resorts Department managers
This study examined the relationship between hotel departments’ financial and non-financial performance, market competition, and transformational leadership style. A self-administered postal survey was used to collect the data. Completed and usable questionnaires were received from rooms and food and beverage department managers of 56 hotels and resorts. The transformational leadership style, market competition, and departmental performance were measured using instruments adapted from previous studies [Bass, B., Avolio, B., 1994. Improving organisational effectiveness through transformational leadership. Sage Publication, Thousand Oaks, CA; Gupta, A., Govindarajan, V., 1984. Business unit strategy, managerial characteristics and business unit effectiveness at strategy implementation. Academy of Management Journal, 27 (1), 25–41; Khandwalla, P., 1972. The effects of different types of competition on the use of management control. Journal of Accounting Research, Autumn, 275–285]. The results of the study indicated that transformational leadership style was positively associated with the non-financial performance, which, in turn, was positively associated with the
Contents lists available at ScienceDirect
International Journal of Hospitality Management journal homepage: www.elsevier.com/locate/ijhosman
Transformational leadership style, market competition and departmental performance: Evidence from luxury hotels in Australia
Anoop Patiar a,*, Lokman Mia b a b
Department of Tourism, Leisure, Hotel and Sport Management, Griffith University, 170 Kessels Road, Nathan, Brisbane, Qld. 4111, Australia Department of Accounting, Economics and Finance, Griffith University, 170 Kessels Road, Nathan, Brisbane, Qld. 4111, Australia
A R T I C L E I N F O
A B S T R A C T
Keywords: Market competition Transformational leadership style Departmental performance Hotels and resorts Department managers
This study examined the relationship between hotel departments’ financial and non-financial performance, market competition, and transformational leadership style. A self-administered postal survey was used to collect the data. Completed and usable questionnaires were received from rooms and food and beverage department managers of 56 hotels and resorts. The transformational leadership style, market competition, and departmental performance were measured using instruments adapted from previous studies [Bass, B., Avolio, B., 1994. Improving organisational effectiveness through transformational leadership. Sage Publication, Thousand Oaks, CA; Gupta, A., Govindarajan, V., 1984. Business unit strategy, managerial characteristics and business unit effectiveness at strategy implementation. Academy of Management Journal, 27 (1), 25–41; Khandwalla, P., 1972. The effects of different types of competition on the use of management control. Journal of Accounting Research, Autumn, 275–285]. The results of the study indicated that transformational leadership style was positively associated with the non-financial performance, which, in turn, was positively associated with the