Hospitality Leadership Competencies and Employee Commitment: New Insights From the Booming Hotel Industry in Vietnam

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aut.relation.endpage443
aut.relation.issue2en_NZ
aut.relation.journalTourism and Hospitality Managementen_NZ
aut.relation.startpage419
aut.relation.volume28en_NZ
aut.researcherSmollan, Roy
dc.contributor.authorNguyen, LVen_NZ
dc.contributor.authorHaar, Jen_NZ
dc.contributor.authorSmollan, Ren_NZ
dc.date.accessioned2022-08-16T23:20:32Z
dc.date.available2022-08-16T23:20:32Z
dc.date.copyright2022en_NZ
dc.date.issued2022en_NZ
dc.description.abstractPurpose - The purpose of this study is to examine how the leadership competencies of frontline managers influence the organizational commitment of their subordinates. The study further examines the relationship between the dominant (strongest) competency and organizational commitment and how this relationship is mediated by leadership consistency. Design - Data were collected from employees in seven hotels in two cities using a multilevel scale for competencies and standardized scales for leadership consistency and commitment. Construct validity of the hospitality leadership competency model (HLCM) was tested by confirmatory factor analysis. A stepwise analysis was run to identify dominant competencies (predictors). Finally, a moderated mediation model was tested. Methodology - This research adopted a quantitative approach to collect and analyse the data. Findings - All competencies were highly and positively related to organizational commitment, with team leadership being the dominant competency and predictor. A moderated mediation mechanism analysis shows that leadership consistency mediated the relationship between team leadership and organizational commitment, but this relationship was slightly attenuated by team size. Originality - The study contributes to (1) validating the HLCM at the frontline level and from the employees’ perspective, (2) quantifying the relationships between organizational commitment and leadership competencies, especially team leadership under the mediating effect of leadership consistency, and (3) creating several evidence-based implications for hospitality educators, employers, and managers.en_NZ
dc.identifier.citationTourism and Hospitality Management, Vol. 28, No. 2, pp. 419-443, https://doi.org/10.20867/thm.28.2.10
dc.identifier.doi10.20867/thm.28.2.10en_NZ
dc.identifier.issn1847-3377en_NZ
dc.identifier.urihttps://hdl.handle.net/10292/15383
dc.publisherUniversity of Rijekaen_NZ
dc.relation.urihttps://thm.fthm.hr/images/issues/vol28no2/9_Nguyen_Haar_Smollan
dc.rightsCreative Commons Attribution – Non Commercial – Share Alike 4.0 International
dc.rights.accessrightsOpenAccessen_NZ
dc.subjectAffective commitment; Competency model; Hospitality; Leadership consistency; Moderated-mediation; Team
dc.titleHospitality Leadership Competencies and Employee Commitment: New Insights From the Booming Hotel Industry in Vietnamen_NZ
dc.typeJournal Article
pubs.elements-id463043
pubs.organisational-data/AUT
pubs.organisational-data/AUT/Faculty of Business, Economics and Law
pubs.organisational-data/AUT/Faculty of Business, Economics and Law/School of Business
pubs.organisational-data/AUT/Faculty of Business, Economics and Law/School of Business/Management Department
pubs.organisational-data/AUT/PBRF
pubs.organisational-data/AUT/PBRF Reviewers
pubs.organisational-data/AUT/PBRF Reviewers/PBRF Reviewers - Business Economics and Law
pubs.organisational-data/AUT/PBRF Reviewers/PBRF Reviewers - Business Economics and Law/Marketing, Advertising, Retailing and Sales Department - PBRF Reviewers
pubs.organisational-data/AUT/PBRF/PBRF Business Economics and Law
pubs.organisational-data/AUT/PBRF/PBRF Business Economics and Law/Faculty Review Team PBRF 2018
pubs.organisational-data/AUT/PBRF/PBRF Business Economics and Law/Management Department PBRF 2018
pubs.organisational-data/AUT/zBusiness School Accreditation
pubs.organisational-data/AUT/zBusiness School Accreditation/2020
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