What Does It Mean to Follow? An Exploration of a Followership Profile in Hospitality and Tourism

Although leadership has received considerable attention from many scholars, much less research has focused on those who follow leaders; yet, followers contribute much to the success of an organization. This study explored the followership profiles of stakeholders in hospitality and tourism education. The findings summarize the followership dimensions of a sample of hospitality students, educators, and industry professionals. For each of the five followership dimensions the mean scores for industry professionals were rated higher when compared with students and educators, with courage to participate in transformation being the highest rated among all three groups. Implications for hospitality education are presented

The Importance of Context in Managerial Work: The Case of Senior Hotel Managers in Greece

Qualitative research on the interplay between context and hospitality managerial work has not been previously addressed in the literature. Based on the works of Johns (2006) and Dierdorff et al. (2009), this research suggests that luxury senior hotel managers (GMs and department managers) are to a certain degree recipients of contextual/cultural influences, depending on the ownership status of the hotel. It is also argued that managerial work is shaped and exercised by a set of moderating factors, which are unique for each individual. Overall, the aim of this research is to increase the level of awareness and trigger further research in this topic area. © 2014 Copyright © Taylor & Francis Group, LLC

Examining the Link Between Leader-Member Exchange and Subordinate Performance: The Role of Task Analyzability and Variety as Moderators

Results from a field study with 152 members of a large urban hospital indicate that the relationship between the quality of leader-member exchange (LMX) and subordinate performance is moderated by perceptions of task analyzability and variety: LMX and performance are found to be significantly related when task challenge is either very high or very low. Under these task conditions, data indicate that there is a positive link between LMX and performance such that a higher quality leader-member exchange correlates with higher levels of performance. On the other hand, analyses also reveal that when tasks are perceived to be moderately challenging, no significant relationship between LMX and performance is present. In other words, these data suggest that characteristics of the task act as moderating agents of the LMX performance relationship. Results are discussed in terms of theory development, managerial implications, and future LMX research