Impact and Effectiveness of Leadership on Hospitality Employee

THE INFLUENCE OF MANAGERIAL LEADERSHIP STYLE ON EMPLOYEE JOB SATISFACTION IN JORDANIAN RESORT HOTELS Mukhles Al-Ababneh Co-Author: Andrew Lockwood

ABSTRACT This paper sets out to explore the link between the style of leadership adopted by managers and the job satisfaction of their subordinates. Data were collected from 220 respondents (110 line employees and 110 managers). The findings indicated significant differences in job satisfaction based on the employees’ demographic characteristics. It was also found that the most prevalent style was democratic, but that once again style varied according to the managers’ demographic profile. While it is not possible from the data to claim a direct relationship between leadership style and job satisfaction, but neither is the data able to refute that assertion. Key Words: Leadership style, job satisfaction.

THEORETICAL BACKGROUND Introduction Through their education, training, and experience, managers develop their personal leadership style (Hersey et al., 2001). This leadership style is a fundamental concern of managers and researchers (Wood, 1994) due to its effect on subordinates who, it is suggested, work more effectively and productively when their managers adopt a specific leadership style (Mullins, 1998). If managers adopt their subordinates’ preferred style giving employees the respect and fair treatment they deserve, then this is seen to lead to job satisfaction, which in will affect the functioning of the organisation (Spector, 1997). Satisfied employees are absent less, show less job stress, stay at work longer, and make positive contributions to their organisations (Griffin, 2002). Organisations in the hospitality industry are under constant pressure to meet change, develop their structures, and improve performance (Erkutlu and Chafra, 2006). It has been suggested that hospitality organisations need to employ effective leadership to improve guest services and employee job satisfaction (Woods and King, 2002).

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