Abstract
This study examined the causal relationship among transactional leadership and transformational leadership as well as dimensions of trust and organizational commitment, and confirmed cognitive trust and affective trust play mediators between leadership and organizational commitment from Taiwan’s hotel employees’ perceptive. Results showed that transformational leadership had positive influences on cognitive and affective trust. Transactional leadership had negative effect on cognitive trust. Cognitive trust had positive effect on continuance commitment. Affective trust had positive influences on normative and affective commitment. Cognitive trust played a full mediator between transformational leadership and continuance commitment. Affective trust played a partial mediator between transformational leadership and normative commitment as well as between transformational leadership and affective commitment.
Highlights
Employee retention is an important issue in the hotel industry
Integrating the literature review and hypotheses of the studies described in the previous chapter, this study proposes a research model (Figure 1). This framework hypothesizes that transactional leadership directly affects employee cognitive trust in managers; transformational leadership directly affects cognitive and affective trust; cognitive trust directly affects continuance commitment; affective trust directly affects normative and affective commitment; and cognitive and affective trust mediate for transactional leadership, transformational leadership, and continuance, normative, and affective commitment
Transformational leadership did have a significant positive effect on cognitive trust and affective trust (β = 0.96, p < 0.001; β = 0.87, p < 0.001), lending support to hypotheses H2a and H2b: Manager transformational leadership has a positive effect on hotel employee cognitive trust and Manager transformational leadership has a positive effect on hotel employee affective trust
Summary
Employee retention is an important issue in the hotel industry. It involves employee organizational commitment to a hotel and its goals. Leadership and trust are foundations for this kind of commitment. Leadership, trust, and commitment to hotels are interrelated and important elements of the hotel industry. Research has not yet clarified the relationships among these variables. Burns [1] classifies leadership styles as transactional leadership and transformational leadership, indicating that both transactional leaders and transformational leaders attempt to understand employee needs and help employees fulfill work objectives. Tracey and Hinkin [2] recommended improving service quality through effective leadership, given the labor intensive nature of the tourism and hospitality industries and the rapidly changing industry environment, to achieve better performance in using human resources. Transformational leadership can help create organizational success [2]
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