Inspirational and Intellectual Leadership Style in Pearl Continental (PC) Hotels of Pakistan and its Effect on Employees Job Satisfaction
DOI:
https://doi.org/10.62270/jirms.vi.5Keywords:
Leadership style, inspirational leadership, intellectual leadership, job satisfaction, HotelAbstract
The purpose of this research is to find the effect of inspirational leadership style and intellectual leadership style on employee’s job satisfaction in pearl continental (PC) Hotels of Pakistan. A questionnaire consisting of 14 items based on a five-point Likert scale (from agreeing to strongly disagree) was used to measure leadership style and job satisfaction from a hotel perspective. Using convenience sampling, the researcher distributed 130 questionnaires, were distributed out of which 100 properly filled questionnaires were received forming a percentage of 76.92. The data were analyzed through SPSS statistical packaged software and Descriptive statistics, correlation analysis, and regression analysis were used. The result of the study shows that two types of leadership styles namely; intellectual leadership and inspirational leadership have direct positive and significant relationships with employee’s job satisfaction in the pearl continental Hotel of Pakistan.
References
Armstrong, M., & Taylor, S. (2014). Armstrong's handbook of human resource management practice (13th ed.). Kogan Page.
Avolio, B. J., & Bass, B. M. (1998). You can drag a horse to water but you can't make it drink unless it is thirsty. Journal of Leadership Studies, 5(1), 4–17. https://doi.org/10.1177/107179199800500102 DOI: https://doi.org/10.1177/107179199800500102
Avolio, B. J., Walumbwa, F. O., & Weber, T. J. (2009). Leadership: Current theories, research, and future directions. Annual Review of Psychology, 60, 421–449. https://doi.org/10.1146/annurev.psych.60.110707.163621 DOI: https://doi.org/10.1146/annurev.psych.60.110707.163621
Bass, B. M., & Stogdill, R. M. (1990). Bass & Stogdill's handbook of leadership: Theory, research, and managerial applications (3rd ed.). Free Press.
Bhatti, N., Maitlo, G. M., Shaikh, N., Hashmi, M. A., & Shaikh, F. M. (2012). The impact of autocratic and democratic leadership style on job satisfaction. International Business Research, 5(2), 192–201. https://doi.org/10.5539/ibr.v5n2p192 DOI: https://doi.org/10.5539/ibr.v5n2p192
Chen, J.-C., & Silverthorne, C. (2005). Leadership effectiveness, leadership style and employee readiness. Leadership & Organization Development Journal, 26(4), 280–288. https://doi.org/10.1108/01437730510600652 DOI: https://doi.org/10.1108/01437730510600652
Eroje, E. I., Appiah, E. K., Eroje, A. B. I., Zakirulla, M., Kunjappu, J. J., & AlShahrani, I. (2019). The relationship between transformational leadership and job satisfaction in selected colleges at King Khalid University, Abha, Saudi Arabia. Journal of Research in Medical and Dental Science, 9(2), 341–353. https://www.jrmds.in/articles/the-relationship-between-transformational-leadership-and-job-satisfaction-in-selected-colleges-at-king-khalid-university-abha-saud-63469.html DOI: https://doi.org/10.21203/rs.2.11236/v1
Haleem, F., Jehangir, M., & Khalil-Ur-Rahman, M. (2018). Job satisfaction from leadership perspective. Proceedings of the International Conference on Business Excellence, 12(1), 363–373. https://doi.org/10.2478/picbe-2018-0032 DOI: https://doi.org/10.2478/picbe-2018-0032
Hamidifar, F. (2010). A study of the relationship between leadership styles and employee job satisfaction at IAU in Tehran, Iran. AU-GSB e-Journal, 3(1). https://assumptionjournal.au.edu/index.php/AU-GSB/article/view/406
Hersey, P., Blanchard, K. H., & Johnson, D. E. (2001). Management of organizational behavior: Leading human resources (8th ed.). Prentice Hall.
House, R. J., & Aditya, R. N. (1997). The social scientific study of leadership: Quo vadis? Journal of Management, 23(3), 409–473. https://doi.org/10.1016/S0149-2063(97)90037-4 DOI: https://doi.org/10.1177/014920639702300306
Ingram, H., & Desombre, T. (1999). Teamwork in health care: Lessons from the literature and from good practice around the world. Journal of Management in Medicine, 13(1), 51–59. https://doi.org/10.1108/02689239910261354 DOI: https://doi.org/10.1108/02689239910261354
Judge, T. A., & Piccolo, R. F. (2004). Transformational and transactional leadership: A meta-analytic test of their relative validity. Journal of Applied Psychology, 89(5), 755–768. https://doi.org/10.1037/0021-9010.89.5.755 DOI: https://doi.org/10.1037/0021-9010.89.5.755
Kavanaugh, R. R., & Ninemeier, J. D. (2007). Supervision in the hospitality industry (4th ed.). American Hotel & Lodging Educational Institute.
Khan, S. U. R., Anjam, M., Abu Faiz, M., Khan, F., & Khan, H. (2020). Probing the effects of transformational leadership on employees’ job satisfaction with the interaction of organizational learning culture. SAGE Open, 10(2), 1–11. https://doi.org/10.1177/2158244020930771 DOI: https://doi.org/10.1177/2158244020930771
Locke, E. A. (1976). The nature and causes of job satisfaction. In M. D. Dunnette (Ed.), Handbook of industrial and organizational psychology (pp. 1297–1349). Rand McNally.
Lok, P., & Crawford, J. (2004). The effect of organizational culture and leadership style on job satisfaction and organizational commitment: A cross-national comparison. Journal of Management Development, 23(4), 321–338. https://doi.org/10.1108/02621710410529785 DOI: https://doi.org/10.1108/02621710410529785
Malik, W. U., Javed, M., & Hassan, S. T. (2017). Influence of transformational leadership components on job satisfaction and organizational commitment. Pakistan Journal of Commerce and Social Sciences, 11(1), 147–166.
Mosadegh Rad, A. M., & Yarmohammadian, M. H. (2006). A study of relationship between managers' leadership style and employees' job satisfaction. Leadership in Health Services, 19(2), 11–28. https://doi.org/10.1108/13660750610665008 DOI: https://doi.org/10.1108/13660750610665008
Mullins, L. J. (1998). Managing people in the hospitality industry (3rd ed.). Longman.
Northouse, P. G. (2018). Leadership: Theory and practice (8th ed.). SAGE Publications.
Roney, L. N., & Acri, M. C. (2018). The cost of caring: An exploration of compassion fatigue, compassion satisfaction, and job satisfaction in pediatric nurses. Journal of Pediatric Nursing, 40, 74–80. https://doi.org/10.1016/j.pedn.2018.01.016 DOI: https://doi.org/10.1016/j.pedn.2018.01.016
Shurbagi, A. M. A., & Zahari, I. B. (2012). The relationship between transformational leadership, job satisfaction and the effect of organizational culture in National Oil Corporation of Libya. In Proceedings of the International Conference on Management, Applied and Social Sciences (ICMASS 2012) (pp. 24–25).
Spector, P. E. (1997). Job satisfaction: Application, assessment, causes, and consequences. SAGE Publications. DOI: https://doi.org/10.4135/9781452231549
Tsai, C.-T. S., & Su, C.-S. (2011). Leadership, job satisfaction and service-oriented organizational citizenship behaviors in flight attendants. African Journal of Business Management, 5(5), 1915–1926. https://doi.org/10.5897/AJBM10.1055
Voon, M. L., Lo, M. C., Ngui, K. S., & Ayob, N. B. (2011). The influence of leadership styles on employees’ job satisfaction in public sector organizations in Malaysia. International Journal of Business, Management and Social Sciences, 2(1), 24–32.
Woods, R. H., & King, J. Z. (2002). Leadership and management in the hospitality industry (2nd ed.). Educational Institute of the American Hotel & Lodging Association.
Yousef, D. A. (2000). Organizational commitment: A mediator of the relationships of leadership behavior with job satisfaction and performance in a non-western country. Journal of Managerial Psychology, 15(1), 6–24. https://doi.org/10.1108/02683940010305270 DOI: https://doi.org/10.1108/02683940010305270
Yukl, G. (1971). Toward a behavioral theory of leadership. Organizational Behavior and Human Performance, 6(4), 414–440. https://doi.org/10.1016/0030-5073(71)90026-2 DOI: https://doi.org/10.1016/0030-5073(71)90026-2
Downloads
Published
Issue
Section
License
Copyright (c) 2021 Muhammad khalil ur Rahman , Waqas Mujahid shah , Mudasir Ali
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors retain copyright and grant the journal right of first publication with the work simultaneously licensed under a Creative Commons Attribution (CC-BY) 4.0 License that allows others to share the work with an acknowledgment of the work’s authorship and initial publication in this journal.
How to Cite
