Leadership style and negative work-home interference in the hospitality industry

Abstract

Purpose– The purpose of this paper is to discuss the impact of leadership styles on negative work-home interference among highly educated employees in the hospitality industry.Design/methodology/approach– A survey was conducted among a sample of 126 highly educated hospitality employees working in various different companies. Hierarchical regression analyses were carried out to examine the effects of leadership styles, work-home arrangements and overtime on perceived negative work-home interference.Findings– Autocratic leadership style, working overtime and a lack of work-home arrangements contributed significantly to negative work-home interference.Research limitations/implications– The study was conducted with a limited sample in a relatively limited part of the sector. Further research is needed in other layers of hospitality organisations.Practical implications– The findings provide insight into the impact of leadership on negative work-home interference. A variety of studies have identified negative work-home interference as an important precursor for employee turnover, and this study helps managers in developing beneficial management styles as well as HR policies to address negative work-home interference and its subsequent organisational effects.Originality/value– What is new in this paper is the measurement of leadership style in relation to negative work-home interference in the hospitality industry. In addition, next to charismatic and transactional leadership styles, autocratic leadership style is taken into account.