Leadership styles and ethical decision-making in hospitality management

1. Leadership styles and ethical decision-making in hospitality management Dean Minett , H. RuhiYaman ,BasakDenizciInternational Journal of Hospitality Management 28 (2009) 486–493 MA2M0102 吳佳蓁

2. 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.

3. 1. Introduction and literature review Hitt’s aligned model of being, ethical systems and leadership styles.

4. 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.

5. 2. Methodology 2.1. Instrument and procedure This 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)

6. 2. Methodology 2.2. Data collection 133 responses received, of which 91 provided answers to all questions Hotels included were those rated three stars or above Data 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.

7. 3. Findings 3.1. Leadership and influence questionnaire

8. 3. Findings

9. 3. Findings Table 2

10. 3. Findings Table 3

11. 3. Findings Table 4

12. 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.

13. 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.

14. 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.

15. 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.

16. Thanks for your attention.