LEADERSHIP AND MOTIVATION IN HOSPITALITY

[Pages:427]LEADERSHIP AND MOTIVATION IN HOSPITALITY STEVEN BOYNE

A thesis submitted in partial fulfilment of the requirements of Bournemouth University for the degree of Doctor of Philosophy

March 2012

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This copy of the thesis has been supplied on condition that anyone who consults it is understood to recognise that its copyright rests with its author and due acknowledgement must always be made of the use of any material contained in,

or derived from, this thesis.

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ABSTRACT Steven Boyne Leadership and motivation in hospitality

Customer contact service employees in hospitality organisations have a critical role to play in satisfying customers' expectations. However, it is recognised that hospitality service jobs are often associated with low pay, long and anti-social hours, unstable and seasonal employment, low job status, a lack of career opportunities and poor levels of benefits. In the light of factors such as these, which are likely to militate against high levels of motivation - and consequently to reduce the quality of customer service addressing hospitality customer service employees' motivation can be viewed as a priority for hospitality management.

Inspirational, motivational leaders can motivate employees to `perform beyond expectations' and previous studies of leadership in hospitality have demonstrated a number of positive outcomes related to the presence of inspirational leaders. No studies have been identified, however, that have measured the specific influence of motivational leadership on hospitality service employees' job performance.

To evaluate the contribution of motivational leadership to employee work motivation, work motivation was measured using both employee attitudes and job performance. Data were collected from a sample of non-supervisory waiting staff in hotel businesses in the UK. In total, two hundred and thirteen usable survey forms were returned from twenty seven UK hotels with table service restaurants. All of the participating organisations were rated as three or four stars and the mean number of non-supervisory waiting staff in these hotels was twenty three.

The study finds that motivational leadership, alongside employee perceptions of empowerment and employees' work orientations, contributes positively to both work attitudes and job performance.

The research also finds that motivational leadership enhances employees' work meaning and understanding of organisational goals (mission clarity).

In addition to its empirical dimensions, the research contributes to hospitality studies theory by critically appraising the leadership-related hospitality literature and making recommendations for the future progress of hospitality leadership studies.

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List of Contents

1 INTRODUCTION.......................................................................... 17 1.1 Background and rationale ..........................................................17 1.2 Aims, objectives and research design..........................................19 1.3 Structure of the thesis ..............................................................22

2 LEADERSHIP .............................................................................. 24 2.1 Definitions of leadership ............................................................24 2.2 Reviewing the reviews: complexity and contestation in leadership studies ............................................................................................. 27 2.2.1 Summary of paradigmatic progression in leadership studies ....31 2.3 Major theories of leadership.......................................................33 2.3.1 Trait theories .....................................................................33 2.3.2 Behavioural theories ...........................................................34 2.3.3 Situational or contingency approaches ..................................40 2.3.4 Relational theory: Leader-Member Exchange (LMX) ................47 2.3.5 Antonakis et al.'s Schools: Skeptics, Information-Processing, Contextual and New Leadership .......................................................48 2.4 Transformational leadership.......................................................50 2.4.1 Origins and essence............................................................50 2.4.2 Transformational leadership in organisations .........................51 2.4.3 The evolution of transformational leadership theory for organisations .................................................................................52 2.4.4 Transformational leadership outcomes ..................................58

3 LEADERSHIP IN HOSPITALITY ................................................... 61 3.1 Review strategy and analytical framework ...................................61 3.2 Early research (1970s)..............................................................65 3.3 Behavioural theory work ...........................................................66 3.3.1 Initiating structure / consideration focused studies .................68 3.3.2 Leadership competencies approaches ...................................69 3.3.3 Implicit leadership theory (ILT) approaches ...........................71 3.4 Contingency theory work...........................................................73 3.5 Leader-Member Exchange (LMX) theory work ..............................74 3.6 Transformational leadership theory work .....................................76 3.6.1 Transformational leadership in hospitality: rationales and outcomes ......................................................................................79 3.7 Miscellaneous studies................................................................82 3.8 Summary of hospitality leadership findings ..................................84 3.9 Leadership in hospitality: the state of the art ...............................85 3.10 Evolution of leadership studies in hospitality .............................87 3.11 Pittaway et al.'s (1998) paradigmatic framework .......................89 3.11.1 Pittaway et al.'s paradigms: a critique ..................................91 3.11.2 The trouble with the taxonomy ............................................93 3.12 Reconceptualising the research agenda ....................................97

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4 DEVELOPING THE THEORETICAL FRAMEWORK ......................... 101 4.1 Work motivation research ........................................................ 103 4.1.1 Making sense of work motivation........................................ 109 4.2 I/O Psychology and Organisational Behaviour ............................ 110 4.3 Motivation research in hospitality studies................................... 117 4.3.1 Core articles from Simons' review....................................... 119 4.4 Exposition of the latent variables and hypotheses ....................... 125

5 MEASURING THE LATENT VARIABLES ....................................... 130 5.1 Dispositional factors / individual values ..................................... 131 5.2 Interpersonal, group and organisational processes...................... 135 5.3 Primary organisational outcomes: employee attitudes ................. 146 5.4 Secondary organisational outcomes: individual, group and organisational outcomes................................................................... 159 5.5 Summary of Chapters 4 and 5.................................................. 168

6 METHODS FOR DATA COLLECTION AND ANALYSIS ................... 170 6.1 Structural equation modelling .................................................. 170 6.2 Modelling approach ................................................................. 173 6.3 Data assumptions and software................................................ 174 6.4 Modelling strategy .................................................................. 176 6.4.1 Building the models .......................................................... 178 6.5 Instrumentation ..................................................................... 179 6.5.1 Questionnaire design and refinements ................................ 180 6.5.2 Administration of the full survey ......................................... 188 6.6 Data screening ....................................................................... 197 6.6.1 Treatment of missing data ................................................. 197 6.6.2 Distributional normality ..................................................... 206

7 ANALYSIS ................................................................................. 208 7.1 Re-statement of the analytical framework ................................. 208 7.2 Model 1, Step 1: the measurement model ................................. 208 7.2.1 Measurement model specification ....................................... 209 7.2.2 Measurement model identification ...................................... 210 7.2.3 Measurement model estimation.......................................... 212 7.2.4 Measurement model testing ............................................... 212 7.2.5 Assessment of construct validity......................................... 213 7.2.6 Assessment of model fit .................................................... 217 7.2.7 Testing the measurement model (CFA 1:1).......................... 221 7.2.8 Measurement model modification ....................................... 223 7.2.9 Measurement model: first respecification (CFA 1:2) .............. 227 7.2.10 Measurement model: second respecification (CFA 1:3).......... 228 7.3 Model 1, Step 2: the structural model ....................................... 230 7.4 Model 2 ................................................................................. 234 7.5 Model 3 ................................................................................. 242 7.6 Model 3b ............................................................................... 248

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7.6.1 Model 3 / Model 3b summary............................................. 259 7.7 Model 4 ................................................................................. 261 7.8 Model 5 ................................................................................. 267 7.9 Model 5b ............................................................................... 277

7.9.1 Employee attitudes and discretionary service behaviour ........ 284 7.9.2 Model 5 / Model 5b summary............................................. 286 7.10 Model 6 .............................................................................. 286 7.11 Model 7 .............................................................................. 287 7.12 Post-development validation of the model .............................. 288 7.13 Post-modification construct identities ..................................... 294 7.14 Construct relationships and effect sizes .................................. 298 7.15 Multi-group analyses............................................................ 302 7.15.1 Demographic variables...................................................... 303 7.15.2 Supervisor contact, training and information........................ 307 7.15.3 Work values .................................................................... 308 7.15.4 Summary of multi-group moderator analyses ...................... 311 7.16 Model 8: Mission Clarity ....................................................... 312 8 REVIEW, DISCUSSION AND CONCLUSION ................................ 314 8.1 Pr?cis of the research ............................................................. 314 8.2 The model development process .............................................. 319 8.2.1 Additional analyses........................................................... 328 8.3 Contributions, new conceptualisations and areas for further research.

............................................................................................ 334 8.3.1 Work motivation: behavioural measures ............................. 337 8.3.2 Work motivation: attitudinal measures................................ 341 8.3.3 Work Values .................................................................... 346 8.3.4 Motivational leadership ..................................................... 348 8.3.5 Employee Empowerment ................................................... 348 8.3.6 Limitations of the current study ......................................... 352 8.3.7 Implications of the data collection outcomes for the research findings ...................................................................................... 355 8.3.8 Other areas for further research ......................................... 357 8.4 Conclusions ........................................................................... 357 9 LIST OF REFERENCES ............................................................... 360 10 APPENDICES ......................................................................... 393 10.1 Appendix I: Complete list of hypotheses following model developments ................................................................................. 393 10.2 Appendix II: Univariate normality for all item scale variables .... 394 10.3 Appendix III: SEM estimates and matrices ............................. 396 10.4 Appendix IV: Bootstrap estimates and distributional normality .. 403 10.5 Appendix V: Hospitality leadership literature........................... 411 10.6 Appendix VI: The pre-test survey form .................................. 413 10.7 Appendix VII: The pilot survey form ...................................... 420 10.8 Appendix VIII: The full survey form ....................................... 424

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