dean minett, h. ruhi yaman, basak denizci international journal of hospitality management 28 (2009)...
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DEAN MINETT , H. RUHI YAMAN , BASAK DENIZCI
INTERNATIONAL JOURNAL OF HOSPITALITY MANAGEMENT 28 (2009)
486–493
Leadership styles and ethical decision-making in hospitality
management
MA2M0102 吳佳蓁
Abstract
This study examined the ways in which hospitality leaders in Australia seek to influence others in the workplace.
133 hotel managers participated in this study, of which 91 provided answers to all questions.
The results indicate that the prevailing leadership styles in Australia are a blend of Machiavellian and Bureaucratic styles and that variance in this choice correlates with the age of the respondent. That is, older managers are less inclined to use a utilitarian or rule-based ethical decision-making style, and more inclined to embrace a social contract or personality ethic approach.
1. Introduction and literature review
Hitt’s aligned model of being, ethical systems and leadership styles.
1. Introduction and literature review
HypothesesHypothesis 1. The older the managers in the hospitality industry,
the higher usage of transformational leadership that will be utilized.
Hypothesis 2. Female managers in the hospitality industry will
demonstrate a higher usage of transformational leadership styles
than males.
Hypothesis 3. Managers’ leadership styles will differ according to
organizational characteristics.
2. Methodology
2.1. Instrument and procedureThis study uses a leadership and influence
questionnaire developed by Girodo (1998).26 statements which present an ethical belief
about how workers could be influenced on the job by the person in charge.
The ancillary questionnaire (age, gender, years of experience in industry, years of experience as a manager, level of education attained, organizational structure and size)
2. Methodology
2.2. Data collection133 responses received,
of which 91 provided answers to all questionsHotels included were those rated three stars or
aboveData were collected via direct mail to selected
general managers with whom the researcher has a relationship and who agreed to allow their staff to participate, and from direct contact.
3. Findings
3.2. Tests of the hypotheses Hypothesis 1. The older the managers in the hospitality
industry, the higher usage of transformational leadership that
will be utilized.
Subsequent T-tests indicate that use of both the MB1 and
MB2 leadership style does decline with age.
These findings support the hypothesis.
3. Findings
3.2. Tests of the hypotheses Hypothesis 2. Female managers in the hospitality industry
will demonstrate a higher usage of transformational
leadership styles than males.
multi-variate analysis found that the only significant variation
in leadership style related to the age of the respondent, there
was no variation found in leadership style preference
according to gender.
As such the hypothesis is rejected.
3. Findings
3.2. Tests of the hypotheses
Hypothesis 3. Managers’ leadership styles will differ
according to organizational characteristics.
There has been no variation found in leadership style
preference according to the size of organization, time
with the organization, annual turnover, number of staff,
age of the organization.
This hypothesis is also rejected.
4. Discussion and conclusions
The results indicate that the leadership style, and hence
ethical decision-making style, of managers varies only
according to age of the respondent. There is no significant
variation according to gender, years of experience, position
held in the organization or level of education achieved.
There are also other important factors that are relevant to
the discussion and were not addressed in the present study.
Further research should explore the influence of alternative
variables on leadership styles, such as communication styles.