Effects of different leadership styles on hospitality workers

Pre-print version. Published in Tourism Management (Q1 JCR). In hospitality, certain management styles can play a crucial role in achieving positive employee outcomes. This study aims to investigate how different leadership styles can contribute to maximizing hospitality workers’ potential. The proposed theoretical model draws on emerging approaches to leadership (paradoxical, empowering, servant) and is tested with structural equation modeling (SEM) using data from 340 employees in Spanish hotels. The findings may be explained by Self-Determination Theory: empowering and paradoxical leadership styles show positive relationships to psychological empowerment. Contrary to expectations, servant leadership style was not an antecedent of psychological empowerment. Furthermore, this study ascertains the positive relationship of empowering and servant leadership styles to engagement. The findings also demonstrate psychological empowerment to be a clear antecedent of job engagement, extending previous research. Implications for hospitality service managers, educators, and researchers are discussed.This study was financed by projects from the Spanish Ministry of Economy and Competitiveness (ECO2013-47027-P) and from the Ministry of Science and Innovation (ECO2010-15885). It was also funded by a project for Excellence from the Council for Economics, Innovation, and Science of the Andalusian Regional Government (P11-SEJ-7294) and by the European Regional Development Fund