Abstract
Transformational leadership has become a successful management tool for managers in the hotel industry. The primary aim of this study is to investigate the relationship between leadership and job satisfaction, as well as any differences between internal employees and outsourced workers. A novel method was adopted using fuzzy-set qualitative comparative analysis (fsQCA). A questionnaire-based survey was conducted to collect responses from 60 members of staff at four- and five-star hotels in Spain. Across the sample, a high level of leadership in three of the four dimensions of transformational leadership was observed to be sufficient to increase job satisfaction. The three optimal combinations of dimensions are: individualized consideration, intellectual stimulation, and idealized influence; individualized consideration, inspirational motivation, and idealized influence; and intellectual stimulation, inspirational motivation, and idealized influence. The findings suggest that there are differences between outsourced workers and internal employees. Outsourced workers need all four dimensions to achieve high job satisfaction, whereas internal employees can achieve high job satisfaction without individualized consideration.
Highlights
In recent years, business organizations have been forced to deal with changes that have still not been made
This study presents a model that describes the influence of transformational leadership and each of its four dimensions on the job satisfaction of hotel workers in the Canary Islands, Spain
It is not necessary for the measurement scales to have been designed for fuzzy-set qualitative comparative analysis (fsQCA)
Summary
Business organizations have been forced to deal with changes that have still not been made. Rapid technological development, and the emergence of new markets have led to new, fast, and targeted responses to ensure survival (Blanch et al, 2016) These modifications involve substantial changes in both the values and behaviors of individuals and the structures, strategies, and systems that organizations use to deal with this new reality (Senge, 2014). Transformational leadership has been linked to effectiveness in transformational teams and organizations (Wang et al, 2011) It has been associated with aspects related to employ ees’ engagement with the organization (Tyssen et al, 2014), job satisfaction, and leader satisfac tion (Amankwaa & Anku-Tsede, 2015). Followers tend to exceed their own expectations because of the leader’s promotion of organizational effectiveness (Tyssen et al, 2014; Wang et al, 2011). García-Guiu et al (2016) considered 247 Spanish military personnel, finding that transformational leadership is related to group power, group identification, and cohesion
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