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Relationship between leadership power bases and job stress of subordinates: example from boutique hotels

Hakan V. Erkutlu (School of Applied Technology and Management, Bilkent University, Ankara, Turkey)
Jamel Chafra (School of Applied Technology and Management, Bilkent University, Ankara, Turkey)

Management Research News

ISSN: 0140-9174

Article publication date: 1 May 2006

12196

Abstract

Purpose

To examine the influence of leadership power bases on subordinates’ job stress at boutique hotels.

Design/methodology/approach

A total of 400 subjects (20 managers and 380 non‐managerial employees) participated in this study from 20 boutique hotels. Participants were told that the study was designed to collect information on the leadership power bases used by first line managers and on the job stress levels of employees in the hospitality workforce. The Rahim Leader Power Inventory and Spielberger and Vagg's Job Stress Survey were used to assess leadership power bases and job stress, respectively.

Findings

There are significant relations between leader power bases and subordinates’ job stress. The findings support the suggestion in the literature that positional power bases stimulate job stress in the hospitality industry.

Research limitations/implications

The study has several limitations that could be future research topics, such as hotels’ source of funding, demographic characteristics of the participants, etc. There is a question about the generalizability of these findings to other hospitality organizations such as four or five‐star hotels.

Originality/value

This paper explores an aspect of leadership in the hospitality industry that is often neglected. Organizations that actively consider leadership approaches and wish to nurture and develop their leaders and managers will need to be mindful of the leadership power bases.

Keywords

Citation

Erkutlu, H.V. and Chafra, J. (2006), "Relationship between leadership power bases and job stress of subordinates: example from boutique hotels", Management Research News, Vol. 29 No. 5, pp. 285-297. https://doi.org/10.1108/01409170610674419

Publisher

:

Emerald Group Publishing Limited

Copyright © 2006, Emerald Group Publishing Limited

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