Leadership style and negative work-home interference in the hospitality industry

Abstract

Purpose

The purpose of this paper is to discuss the impact of leadership styles on negative work-home interference among highly educated employees in the hospitality industry.

Design/methodology/approach

A survey was conducted among a sample of 126 highly educated hospitality employees working in various different companies. Hierarchical regression analyses were carried out to examine the effects of leadership styles, work-home arrangements and overtime on perceived negative work-home interference.

Findings

Autocratic leadership style, working overtime and a lack of work-home arrangements contributed significantly to negative work-home interference.

Research limitations/implications

The study was conducted with a limited sample in a relatively limited part of the sector. Further research is needed in other layers of hospitality organisations.

Practical implications

The findings provide insight into the impact of leadership on negative work-home interference. A variety of studies have identified negative work-home interference as an important precursor for employee turnover, and this study helps managers in developing beneficial management styles as well as HR policies to address negative work-home interference and its subsequent organisational effects.

Originality/value

What is new in this paper is the measurement of leadership style in relation to negative work-home interference in the hospitality industry. In addition, next to charismatic and transactional leadership styles, autocratic leadership style is taken into account.

Citation

Marianne Tromp, D. and Jan Blomme, R. (2014), "Leadership style and negative work-home interference in the hospitality industry", International Journal of Contemporary Hospitality Management, Vol. 26 No. 1, pp. 85-106. https://doi.org/10.1108/IJCHM-04-2012-0058