Exploring Operational Leadership: Impacts on Employee’s Job Motivation in Hospitality Settings
Abstract
Purpose:
The study aims to explore how operational managers in the hospitality industry can contribute to employees’ job motivation.
Theory:
The Multiple Linkage Model introduced by Yukl (2010) is used as an inspiration when identifying and clustering factors contributing to employees’ job motivation. Basic concepts and assumptions inherent in role theory are used when reconfiguring this model to adapt it to operational leadership in the hospitality industry with employees’ job motivation serving as an outcome. Role theory will also be used when discussing challenges.
Method:
Qualitative research using semi-structured interviews with leaders and followers from three different hospitality venues sharing similar characteristics will be used as empirical data. The venues have been chosen as the challenges inherent to the hospitality industry are magnified and leaders have a vital role in service.
Result:
Using thematic analysis five themes contributing to employees’ job motivation have become apparent, and expectations of leaders have been identified and connected to these themes. Results show that expectations placed on leaders are complex and that the role of formal leaders in these venues is threefold- making it crucial to reflect and discuss the expectations of leaders. There are some discrepancies between attributed expectations and existing expectations, resulting in employees’ intrinsic motivation not being utilised to its full potential. Suggestions for practitioners include increasing communication around this topic and supplying operational leaders with the right skill set using increasing leadership training.
Degree
Student essay
View/ Open
Date
2024-08-26Author
Englund, Allis
Keywords
Job motivation, employee motivation, leadership, hospitality, role theory, expectations, Multiple Linkage Model, trust
Language
eng