The impact of transformational leadership on the job satisfaction of internal employees and outsourced workers

Transformational leadership has become a successful management tool for managers in the hotel industry. The primary aim of this study is to investigate the relationship between leadership and job satisfaction, as well as any differences between internal employees and outsourced workers. A novel method was adopted using fuzzy-set qualitative comparative analysis (fsQCA). A questionnaire-based survey was conducted to collect responses from 60 members of staff at four- and five-star hotels in Spain. Across the sample, a high level of leadership in three of the four dimensions of transformational leadership was observed to be sufficient to increase job satisfaction. The three optimal combinations of dimensions are: individualized consideration, intellectual stimulation, and idealized influence; individualized consideration, inspirational motivation, and idealized influence; and intellectual stimulation, inspirational motivation, and idealized influence. The findings suggest that there are differences between outsourced workers and internal employees. Outsourced workers need all four dimensions to achieve high job satisfaction, whereas internal employees can achieve high job satisfaction without individualized consideration

Nuevos retos para la hotelería vacacional española: liderazgo de la dirección, satisfacción laboral y satisfacción de clientes

El liderazgo ha emergido en los últimos tiempos como un factor diferencial dentro del mundo empresarial, siendo la hotelería un sector que no ha sido ajeno a la influencia de los líderes. No obstante, a diferencia de otros sectores empresariales, su estudio no se ha desarrollado en profundidad, sobre todo en lo relacionado con la influencia en la satisfacción laboral y en la satisfacción de los huéspedes. Con la intención de dar respuesta a los citados aspectos, el objetivo del presente estudio fue analizar la relación del liderazgo (transformacional y auténtico) con la satisfacción laboral y satisfacción de clientes, así como la asociación entre la satisfacción laboral y la de clientes. Además, los resultados fueron analizados en base a modelos logísticos. Para ello, se seleccionó una muestra de 19043 sujetos (directores, jefes de departamento y clientes) de 8 hoteles de una empresa hotelera española en las Islas Canarias, entre los años 2016 y 2017, a través del Multifactor Leadership Questionnaire (MLQ-6s), el Authentic Leadership Questionnaire (ALQ), el Minessota Satisfaction Questionnaire (MSQ) y el programa Review Pro. Los resultados indicaron hallazgos diversos en base al binomio analizado. Así, en cuanto a la relación liderazgo-satisfacción laboral, la subescala auténtica de procesamiento equilibrado destacó como variable explicativa de la satisfacción laboral en casi la totalidad de los departamentos. No obstante, los resultados variaron en los departamentos de Animación y Pisos, cuya gestión es externa. Atendiendo al binomio liderazgo-satisfacción de clientes, la subescala transformacional de influencia idealizada, así como las auténticas de transparencia en las relaciones, moral internalizada y procesamiento equilibrado coincidieron como explicativas de la satisfacción de los clientes en los departamentos de Recepción, Bar-Restaurante y Cocina. Contrariamente, la satisfacción en los departamentos de Animación y Pisos se explicó por la alta consideración individualizada (liderazgo transformacional) y la moral internalizada (liderazgo auténtico). Por último, la relación satisfacción laboral-satisfacción de clientes fue alta en todos los departamentos, a excepción del de Animación y Pisos. Atendiendo a la disonancia de resultados entre los departamentos de gestión propia y los de gestión externalizada, se realizó un nuevo estudio seleccionando 58 sujetos de la muestra inicial, y realizando un nuevo análisis, en este caso cualitativo, medido a través del fsQCA. Los resultados determinaron que altos niveles de liderazgo auténtico en sus cuatro subescalas son suficientes para incrementar la satisfacción laboral y que no hay diferencias significativas entre trabajadores propios y externos, excepto en la importancia de la conciencia de sí mismo. En el caso del liderazgo transformacional se obtuvieron combinaciones de tres de las cuatro subescalas en las que siempre estuvo presente la influencia idealizada y, de la misma forma, no se evidenciaron diferencias significativas entre trabajadores propios y externos salvo en la presencia de la consideración individualizada. La presente investigación resulta de gran trascendencia para el sector de la hotelería, puesto que aporta un posible modelo de gestión que garantice el éxito de los establecimientos. Y es que, es evidente que el liderazgo ha emergido como capital influyente dentro del mundo empresarial y de la hotelería en particular, porque se convierte en el vehículo de la satisfacción laboral que, a su vez, conduce a la satisfacción de clientes.Administración y Dirección de EmpresasLos retos de las Ciencias Sociales y Humanas en la Sociedad del s. XX

Authentic Leadership and Job Satisfaction: A Fuzzy-Set Qualitative Comparative Analysis (fsQCA)

The relationship between leadership and job satisfaction has attracted considerable scientific interest, especially in relation to the quality of tourism businesses. This study investigated this relationship within the framework of authentic leadership. The study also explored differences between outsourced workers and internal hotel employees in terms of the influence of authentic leadership on job satisfaction. Fuzzy-set qualitative comparative analysis (fsQCA) offered valuable new insight. This study was based on a sample of 58 heads of department of four/five star hotels in the Canary Islands, Spain. The results suggest that high levels of leadership in the four subscales of authentic leadership (balanced processing, relational transparency, self-awareness, and internalized moral perspective) are sufficient to increase job satisfaction. The same outcome is achieved with high levels of balanced processing, even though it is accompanied by low transparency and low levels of internalized moral perspective. There are no major differences between outsourced workers and internal employees, except in terms of the importance of self-awareness. These results can help hotel managers reflect upon leadership and can provide new approaches for scientific research in this area

Is Brief Exposure to Green Space in School the Best Option to Improve Attention in Children?

The positive effects of Green Spaces on health are thought to be achieved through the mechanisms of mitigation, instoration and restoration. One of the benefits of Green Spaces may be the restoration of attention and so the objective of this research is testing empirically whether exposure to a green environment improves attention in school children. For so doing, we first used a split-unit statistical design in each of four schools, then combined the primary results via meta-analysis. The Attention Network Test (ANT) was used to measure attention before and after exposure and a total of 167 seven-year-old students participated in the experiments. Overall, our experimental results do not support the hypothesis that students’ exposure to activities in green vs. grey spaces affected their performance in ANT. This was so despite the fact that neither age nor gender biases have been detected and despite that our experiments have been proved to be sufficiently statistically powerful. It would be advisable to consider air pollution and noise. We also recommend that participants attend the experiment with mental exhaustion to maximize the ability to detect significant changes.This research was funded by KUTXA FUNDAZIOA, grant number KUTXA18/001

Authentic Leadership, Employee Work Engagement, Trust in the Leader, and Workplace Well-Being: A Moderated Mediation Model

Purpose: This study proposes a model based on social contagion theory to evaluate the impacts of authentic leadership on employee work engagement (WE) and trust in the leader (TL), integrating the mediating effect of TL and the moderating effect of workplace well-being (WW). Authentic leadership is disaggregated into its subscales: relational transparency (RT), internalized moral perspective Methods: Dubai hotel employees completed 476 surveys. Applying the bootstrapping technique, SmartPLS 4 software was utilized to test the hypotheses in a mediation model.Results: The findings indicate (1) that three subscales of authentic leadership (RT, IMP, and BP) positively impact WE; (2) that RT, IMP, and SA positively impact TL; (3) that TL positively impacts WE; (4) that TL mediates the relationship between RT, IMP, SA, and WE; (5) and that WW moderates the relationship between RT, BP, and WE.Conclusion: Authentic leadership and its subscales are proven to be an excellent tool for achieving employee WE and TL. TL is crucial for effective hotel operation, as it impacts employee WE and acts as a mediator between three subscales of authentic leadership and WE. WW moderates the relationship between two authentic leadership subscales and WE but does not interact in the relationship between TL and WE. Both researchers and hotel managers can benefit from these new findings, which also provide a foundation on which to build future investigations

Job Insecurity and Intention to Quit: The Role of Psychological Distress and Resistance to Change in the UAE Hotel Industry

Hotel organizations today are in a state of constant change due to high competition, the emergence of pandemics, and cyclical economic crises. Hospitality employees are currently affected by job insecurity. The purpose of this research was to investigate the effect of job insecurity on intention to quit among hospitality workers, integrating the mediating effect of psychological distress and resistance to change and their mutual relationship. A total of 312 surveys were completed in four four- and five-star hotels in the UAE (Dubai and Sharjah). The SmartPLS 4 software was used to test the hypotheses in a mediation model with the bootstrapping method. The results showed that all of the direct links were positive and significant, and mediating relationships were confirmed. This study found that job insecurity predicts intention to quit through psychological distress and resistance to change acting as mediators, and these factors themselves also impact significantly on intention to quit. Resistance to change is impacted significantly by job insecurity and psychological distress, which suggests that a deeper approach to employees’ resistance to change should be taken, especially when conducting performance appraisals in the hotel industry, by searching for its roots and aiming to minimize employees’ intention to quit

Hotel Employees’ Burnout and Intention to Quit: The Role of Psychological Distress and Financial Well-Being in a Moderation Mediation Model

Continuous changes, such as pandemics and increasing competition, as well as high workload, affect the workplace behavior of hotel organizations today, resulting in employee burnout and intention to quit. The purpose of this research was to investigate the effect of burnout on intention to quit among male hotel employees, integrating the mediating effect of psychological distress and moderating effect of financial well-being. Male employees in four- and five-star hotels in the UAE completed a total of 304 questionnaires. All direct relationships were positive and statistically significant, there was a partial mediating relationship, and only one of the moderating effects was statistically significant. This study found that burnout predicts the intention to quit as well as psychological distress. Psychological distress partially mediates the relationship between burnout and the intention to quit. Financial well-being moderates the relationship between burnout and psychological distress—making this relationship stronger for employees with high-income prospects—but not the relationship between burnout and intention to quit; regardless of the financial well-being of the employee, burnout will lead to the intention to quit their job. Hotel organizations must be aware of the consequences of employee burnout and concentrate on identifying and treating its causes

Net Promoter Score (NPS) and Customer Satisfaction: Relationship and Efficient Management

The NPS index is used in the hotel industry to measure customer loyalty and, by extension, customer satisfaction. Many hotel companies set their annual budget based on this index and include it, together with annual economic results, for evaluation when deciding on a potential management bonus. For managers in some companies, achieving a high NPS becomes nearly as important as achieving strong economic results. The purpose of this research is to deepen the study of the NPS index by analysing the existing relationship that the model has with customer satisfaction, focusing on the following main areas of a hotel: reception, cleanliness and room comfort, and gastronomy. To do so, this study uses fuzzy set qualitative comparative analysis (fsQCA). New evidence of value is offered based on the analysis of a sample of six hotels (4 and 5*) located in the Balearic Islands, Spain (Mallorca, Minorca, and Ibiza). In total, 557 surveys were completed in August 2021 and 571 surveys were completed in August 2020, and therefore both sample groups were impacted by a Black Swan (BS) event, the COVID-19 pandemic, in two different stages of its trajectory. The results suggest that in the study sample, the key factor in achieving a high NPS was (1) gastronomy in 2021 (after more than one year of the COVID-19 pandemic), and (2) cleanliness and room comfort in 2020 (at the beginning of the COVID-19 pandemic). These results offer insights for hotel managers, as well as for academics who can develop new lines of research on the subject

Is Customer Satisfaction Achieved Only with Good Hotel Facilities? A Moderated Mediation Model

Modern hotel business models tend to split ownership of the property and its business operations. It can be assumed that a good-quality hotel facility per se can easily achieve high customer satisfaction. The purpose of this research was to investigate the effect of customer perception of hotel facilities on customer satisfaction by integrating the mediating effect of customer perception of the personnel and business organization and the moderating effect of the customers’ family income. Three-hundred and seventy-six surveys were completed in two four-star Spanish hotels in June 2022. The PROCESS macro for SPSS was used to test the hypothesis in a moderated mediation model, using a bootstrapping method. The results showed that customer perceptions of facilities had a positive effect on their overall satisfaction, which was partially mediated by both personnel and business organization. Family income moderated the relationship between the perception of facilities and satisfaction in such a way that it was more intense in high-income customers. Medium-income customers had a more intense relationship with the perception of the personnel and business organization, together with the hotel facilities being to their satisfaction. Therefore, not only facilities, but also personnel and business organizations are important key players for achieving customer satisfaction in hotels, and family income should also be considered

The Effect of Transactional Leadership on Organizational Agility in Tourism and Hospitality Businesses: The Mediating Roles of Organizational Trust and Ambidexterity

The tourism and hospitality industry is dynamic, so it demands agility to gain a competitive edge. This paper aims to examine the effect of transactional leadership on organizational agility in the tourism and hospitality industry. It also investigates the roles of organizational trust and ambidexterity as mediators by adopting the resource-based view (RBV). This study’s data are collected from the full-time employees working in category (A) travel agencies and five-star hotels operating in Egypt. The PLS-SEM approach was used to analyze 532 valid responses using WarpPLS 7.0. The findings showed that there is a positive relationship between transactional leadership and organizational agility, as well as positive relationships between transactional leadership with organizational trust and ambidexterity. Organizational trust and ambidexterity were also found to have positive relationships with organizational agility. Moreover, the findings revealed that organizational trust and ambidexterity play a mediating role between transactional leadership and organizational agility. According to the results, setting specific, measurable, achievable, relevant, and time-bound (SMART) goals is a key aspect of transactional leadership. Managers can collaborate with employees to set goals aligned with organizational agility, encouraging them to proactively identify and seize opportunities