Transformational leadership style, market competition and departmental performance: Evidence from luxury hotels in Australia
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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 and Avolio 1997; Gupta and Govindarajan 1984; Khandawalla 1972). 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 financial performance of the departments. However, no such relationship was found between market competition and the non-financial, and financial performance.
International Journal of Hospitality Management
Copyright 2009 Elsevier. This is the author-manuscript version of this paper. Reproduced in accordance with the copyright policy of the publisher. Please refer to the journal's website for access to the definitive, published version.
Quality Assurance, Chemometrics, Traceability and Metrological Chemistry