Abstract
This study explains the success of employee performance using selected leadership styles of middle-line Hotel managers in Mid-western Uganda. The simple random sample included 196 employees from ten Hotels. The respondents completed the measures of styles of leadership (democratic, autocratic and laissez faire) and employee performance. Bivarriate correlations and regression matrices were used to test for the relationship of these distinct styles of leadership on employee performance. Results revealed that a style of leadership explains the degree of employee performance in the hospitality industry. Therefore, employees in the sector have reactive attributes to each of the selected styles of leadership exhibited to them. The results provide insight into the relationship between styles of leadership and employee performance in the hospitality industry. In particular, it was found that while employee performance is higher under a specific style of leadership that gives them freedom to exercise their abilities at the place of work, employee performance may exist in every style of leadership. From the employee perspective, we find that choice of a style of leadership has a significant effect on the degree of employee performance in the hospitality industry. These outcomes provide implications for future research in the aspect of leadership within the hospitality industry as well as insight and direction for middle-line managers. Key words: Style of leadership, employee performance, democratic, autocratic, laissez faire.
Highlights
The term „leadership‟ refers to how an individual influences others for purposes of attaining a long-term, medium-term or even a short-term common objective
The study was motivated by the thesis that “a style of leadership can explain employee performance in the Hospitality industry in mid-western Uganda”
The general hypothesis was confirmed as a consequence suggesting that none of the styles of leadership saved employee performance as justified by statistical outcomes of significant effect of democratic leadership to employee performance (β = 0.204, P>0.05) with the regression matrix yielding an Adj
Summary
The term „leadership‟ refers to how an individual influences others for purposes of attaining a long-term, medium-term or even a short-term common objective. A study by Northouse (2004) demonstrates that leadership involves a process whereby an individual influences a group of people to achieve a common goal. This description underpins the view that leadership entails “influence” notwithstanding that influence can be “soft” or “hard”. Tourism achievement of group goals because leaders are expected to be competent but confident and assertive. Confidence and assertiveness help an individual leader to gain influence and become more reliable (Eagly and Karau, 2002).One of the important aspects in the Agentic behaviour is selfpromoting behaviour which improves according to the extent to which a person is perceived to be competent (McFadyen, 2010). Owing to the view that progress is an inescapable part of employee life, one of the essential targets that a number of organisations have is to enhance the degree of employee performance if the organisation is to survive the growing global and local competition (Ogilvie et al, 2017)
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