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Transformational Leadership in the Hospitality Industry

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dc.contributor.authorTracey, J. Bruce
dc.contributor.authorHinkin, Timothy R.
dc.date.accessioned2020-09-12T21:12:53Z
dc.date.available2020-09-12T21:12:53Z
dc.date.issued1994-08-01
dc.description.abstractIn recent years, the hospitality industry has undergone major changes both within the industry and in its operating environment. Researchers have posited that in an environment of change, as described above, a visionary, or leadership style, would be most appropriate. The study, reported here, compared the use of transformational leadership style with the more traditional transactional style, and examined the effects of transformational leadership on individual and organizational outcomes in a hotel management organization. Results suggest that transformational leadership both impacts perceptions of leadership effectiveness and subordinate satisfaction, and clarifies the direction and mission of the organization.
dc.description.legacydownloadsTracey40_Transformational_leadership.pdf: 2503 downloads, before Aug. 1, 2020.
dc.identifier.other8605597
dc.identifier.urihttps://hdl.handle.net/1813/72390
dc.language.isoen_US
dc.relation.doihttps://doi.org/10.1177/109634809401800105
dc.rightsRequired Publisher Statement: © SAGE. Final version published as: Tracey, J. B., & Hinkin, T. R. (1994). Transformational leadership in the hospitality industry. Journal of Hospitality & Tourism Research, 18(1), 49-63. doi: 10.1177/109634809401800105 Reprinted with permission. All rights reserved.
dc.subjecttransformational
dc.subjectleadership
dc.subjectvisionary
dc.titleTransformational Leadership in the Hospitality Industry
dc.typearticle
local.authorAffiliationTracey, J. Bruce: jbt6@cornell.edu Cornell University School of Hotel Administration
local.authorAffiliationHinkin, Timothy R.: trh2@cornell.edu Cornell University School of Hotel Administration

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