The effects of transformational leadership dimensions on employee performance in the hospitality industry in Malaysia

Employee performance plays a crucial role in the productivity of organizations, especially in the hospitality industry in Malaysia. This work performance is influenced by leadership style, and finding the type of leadership style that is suitable to apply to employees is crucial, especially in the m...

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Published inFrontiers in psychology Vol. 13; p. 913773
Main Authors Teoh, Brenda Ern Wei, Wider, Walton, Saad, Abidah, Sam, Toong Hai, Vasudevan, Asokan, Lajuma, Surianti
Format Journal Article
LanguageEnglish
Published Switzerland Frontiers Media S.A 16.09.2022
Subjects
employee performance
idealized influence
individualized consideration
inspirational motivation
intellectual stimulation
Psychology
transformational leadership
inspirational motivation
hospitality industry
idealized influence
individualized consideration
transformational leadership
employee performance
intellectual stimulation
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Summary:Employee performance plays a crucial role in the productivity of organizations, especially in the hospitality industry in Malaysia. This work performance is influenced by leadership style, and finding the type of leadership style that is suitable to apply to employees is crucial, especially in the midst of the COVID-19 pandemic. Transformational leadership theory is selected for this study in determining leadership styles. There are four dimensions under transformational leadership theory, namely idealized influence, individualized consideration, inspirational motivation and intellectual stimulation. Data were collected online from 400 employees working in the hospitality industry in Malaysia and analyzed using partial least square structure equation modeling (PLS-SEM). The findings show that only two dimensions of transformational leadership, namely idealized influence and inspirational motivation, have a significant positive influence on employee performance. Implications in the context of human resource management and recommendations to increase employee performance are also discussed.
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This article was submitted to Organizational Psychology, a section of the journal Frontiers in Psychology
Reviewed by: Priyanut Wutti Chupradit, Chiang Mai University, Thailand; Hazimi Foziah, Sultan Zainal Abidin University, Malaysia
Edited by: Asyraf Afthanorhan, Sultan Zainal Abidin University, Malaysia
ISSN:1664-1078
1664-1078
DOI:10.3389/fpsyg.2022.913773