the influence of leadership style on employees' job

THE INFLUENCE OF LEADERSHIP STYLE ON

EMPLOYEES' JOB PERFORMANCE IN THE

HOSPITALITY INDUSTRY: CASE STUDY OF SAFARI

PARK HOTEL

BY

MERCY N. WANJALA

UNITED STATES INTERNATIONAL UNIVERSITY

AFRICA

SUMMER 2014

THE INFLUENCE OF LEADERSHIP STYLE ON

EMPLOYEES' JOB PERFORMANCE IN THE

HOSPITALITY INDUSTRY: CASE STUDY OF SAFARI

PARK HOTEL

BY

MERCY N. WANJALA

EMOD Project submitted to the Chandaria School of Business

in partial fulfillment of the requirement for the Degree of

Executive Masters in Organizational Development (EMOD)

UNITED STATES INTERNATIONAL UNIVERSITY

AFRICA

SUMMER 2014

ii

STUDENTS DECLARATION

I, the undersigned, declare that this is my original work and has not been submitted to any

other college, institution or university other than the United States International

University-Africa, Nairobi for academic credit.

Signed Date_________________________

Mercy N. Wanjala (ID.No 600568).

This project has been presented for examination with my approval as the appointed

supervisor.

Signed:______________________________ Date_________________________

Mr. G. Njeru

Signed: ____________________________ Date__________________________

Dean, School of Business

iii

COPY RIGHT

Copyright by Mercy N Wanjala, 2014

All rights reserved. No part of this project report may be produced or transmitted in any

form or by any means, electronic, mechanical, including photocopying, recording or any

information storage without prior written permission from the author.

iv

ACKNOWLEDGEMENT

I would like to express my deepest appreciation to Safari Park Hotel for the opportunity

to conduct this research and the support from the staff. I would like to sincerely

appreciate the Sales & Marketing Manager, Mrs. R. Chege for the immense support given

throughout my studies and the entire management for allowing me to further my studies.

I would like to acknowledge and thank my supervisor, Mr. Godwin Njeru for his

invaluable knowledge. Without his insight and timely guidance, I would not have made it

this far and completed my thesis.

I acknowledge with gratitude the foundation given by USIU during my undergraduate and

to my graduate studies, all the scholarly guidance has enabled me to come this far. I am

indebted to my lecturers for the knowledge gained.

In addition, I would like to appreciate my parents Billy and Phaustine Wanjala for their

sacrifice, daily encouragement and for valuing education.

I am grateful to all those who assisted, encouraged and supported me as I worked day and

night to complete my thesis.

v

DEDICATION

I dedicate this project to my daughter Sharon Tindi, appreciating her understanding while

I pursued my Masters program. I hope she is inspired to know it is never too late to

pursue education and in her life time she will reach beyond the skies.

Above all, I dedicate with thanksgiving this project to my God almighty, Ebenezer.

vi

ABSTRACT

The purpose of this study was to investigate the leadership style of managers and how it

affects the employee job performance in the hospitality industry. The study was guided by

the three research questions; what leadership styles are prevalent at the Safari Park Hotel?

Does the leadership style of a manger affect the employee job performance? And what are

the good leadership practices in the hospitality industry?

The descriptive research methodology was preferred in this study since the study was

involved in understanding the situation ‘how’ in relation to the variables. The research

design was a survey design, simple random sampling was used to select the sample size

of one hundred and forty four respondents (144), drawn from a population of one hundred

and ninety persons. A structured questionnaire was used for data collection. The

questionnaire was administered to the respondents and once collected the data was

analyzed using the Statistical Package for Social Science (SPSS). Descriptive statistics

was used to measure the central tendency through use of mean scores, percentages,

frequencies and presented in tables, graphs, charts and cross tabulation. Regression

analysis was used to establish the relationship between the study variables.

The study found that the democratic and transformational leadership styles are prevalent

at the Safari Park Hotel. The study revealed that the leadership style of a manager affects

the employee job performance either negatively or positively. Lastly, the study found that

there were good leadership practices in the hospitality.

The study concluded that the leadership style of a manager influenced the employee job

performance. Based on the relationship between the respondent and the manager there

was either a positive or negative influence on the job performance. The study revealed

that there was a negative influence of encouraging staff to participate in decision making

on the job performance, positive influence of think and say ‘we’ rather than ‘I’ on the job

performance and a negative influence of believes only their ideas are best on the job

performance of the respondent.

vii

The study recommends that supervisors should evaluate their leadership style approaches

especially when encouraging the staff in participating in the decision making. While this

is a positive attribute, it had a negative influence on the employee job performance. The

managers should monitor the attitude, behavior of employees and engage them

appropriately so as not to lose the self drive to perform their jobs.

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TABLE OF CONTENTS

STUDENTS DECLARATION ......................................................................................... ii

COPY RIGHT ...................................................................................................................iii

ACKNOWLEDGEMENT ................................................................................................ iv

DEDICATION.................................................................................................................... v

ABSTRACT ....................................................................................................................... vi

LIST OF TABLES ............................................................................................................ xi

LIST OF FIGURES ......................................................................................................... xii

CHAPTER ONE ................................................................................................................ 1

1.0 INTRODUCTION........................................................................................................ 1

1.1 Background of the Problem ........................................................................................... 1

1.2 Statement of the Problem ............................................................................................... 4

1.3 Purpose of the Study ...................................................................................................... 5

1.4 Research Questions ........................................................................................................ 5

1.5 Significance of the Study ............................................................................................... 5

1.6 Scope of the Study ......................................................................................................... 6

1.7 Definition of Terms........................................................................................................ 6

1.8 Chapter Summary .......................................................................................................... 7

CHAPTER TWO ............................................................................................................... 8

2.0 LITERATURE REVIEW ........................................................................................... 8

2.1 Introduction .................................................................................................................... 8

2.2 Leadership Styles Prevalent in the Hospitality Industry ................................................ 8

2.3 Influence of Leadership Style on the Employee Job Performance .............................. 12

2.4 Leadership Practices in the Hospitality Industry ......................................................... 16

2.5 Chapter Summary ........................................................................................................ 20

ix

CHAPTER THREE ......................................................................................................... 21

3.0 RESEARCH METHODOLOGY ............................................................................. 21

3.1 Introduction .................................................................................................................. 21

3.2 Research Design........................................................................................................... 21

3.3 Population and Sampling Design ................................................................................. 22

3.4 Data Collection Methods ............................................................................................. 25

3.5 Research Procedures .................................................................................................... 25

3.6 Data Analysis Methods ................................................................................................ 26

3.7 Chapter Summary ........................................................................................................ 26

CHAPTER FOUR ............................................................................................................ 27

4.0 RESULTS AND FINDINGS ..................................................................................... 27

4.1 Introduction .................................................................................................................. 27

4.2. General Information .................................................................................................... 27

4.3 Leadership Styles Prevalent in the Hospitality Industry .............................................. 29

4.4 Leadership Style and Influence on the Employee Job Performance ............................ 37

4.5 Leadership Practices in the Hospitality Industry ......................................................... 42

4.6 Chapter Summary ........................................................................................................ 47

CHAPTER FIVE ............................................................................................................. 48

5.0 DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS ...................... 48

5.1 Introduction .................................................................................................................. 48

5.2 Summary ...................................................................................................................... 48

5.3 Discussions .................................................................................................................. 50

5.4 Conclusions .................................................................................................................. 56

5.5 Recommendation ......................................................................................................... 58

x

REFERENCES ................................................................................................................. 60

APPENDICES .................................................................................................................. 67

APPENDIX A: QUESTIONNAIRE ............................................................................... 67

APPENDIX B: IMPLEMENTATION BUDGET ......................................................... 71

APPENDIX C: IMPLEMENTATION SCHEDULE ................................................... 71

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LIST OF TABLES

Table 2.1 Five Practices and Ten Commitments of leadership ......................................... 17

Table 3.1: Target population .............................................................................................. 22

Table 3.2: Employee Respondents ..................................................................................... 25

Table 4.1: Leadership styles .............................................................................................. 29

Table 4.2 Rating on makes suggestions on how to solve problems................................... 30

Table 4.3 Encourages Thinking and Creativity ................................................................. 31

Table 4.4 Inspiring employees to strive for organizational vision..................................... 31

Table 4.5 Thinks and says ‘We’ rather than ‘I' .................................................................. 32

Table 4.6 Encourages us to participate in decision making ............................................... 32

Table 4.7 Focuses more on punishment ............................................................................. 33

Table 4.8 Believes only their ideas are the best ................................................................. 33

Table 4.9 Put other people’s need, aspirations and interests above their own................... 34

Table 4.10 Needs to control every activity ........................................................................ 34

Table 4.11 Rating of leadership behavior and style by female respondents ...................... 35

Table 4.12 Rating of leadership behavior and style by male respondents ......................... 36

Table 4.13: Rating on influence on the employee job performance .................................. 37

Table 4.14: Self-driven to perform work ........................................................................... 38

Table 4.15: Being a team player ........................................................................................ 39

Table 4.16 Willingness to Work Hard. .............................................................................. 39

Table 4.17: Correcting any Poor Performance .................................................................. 40

Table 4.18: Being innovative and Creative........................................................................ 40

Table 4.19: Regression between employee job performance and leadership style ............ 41

Table 4.20: Rating on Leadership Practices ...................................................................... 42

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LIST OF FIGURES

Figure 4.1: Gender distribution ......................................................................................... 28

Figure 4.2: Number of years worked ................................................................................. 28

Figure 4.3: Training and development ............................................................................... 43

Figure 4.4: Recognize contributions by showing appreciation. ......................................... 44

Figure 4.5: Defined organizational structure ..................................................................... 44

Figure 4.6: Searches for opportunities and looks outward for innovative ways to

improve…………………………………………………………………………………...45

Figure 4.7: Clear reward system ........................................................................................ 46

Figure 4.8: Human Resource Policy and Procedures ........................................................ 46

1

CHAPTER 1

1.0 INTRODUCTION

1.1 Background of the Problem

In the hospitality industry almost everything depends on the physical labour of many

hourly (or non managerial) workers: people who cook, serve tables, mix drinks, wash

dishes, check guests in and out, clean rooms, carry bags, mop floors. Few industries are as

dependent for success on the performance of hourly workers. These employees make the

products and they serve the customers – or drive them away. How well these workers

produce and serve depends largely on how well they are managed. If they are not

managed well, the product or the service suffers and the establishment is in trouble. It is

the people who supervise these workers who hold the keys to the success of the operation

(Miller, Walker & Drummond, 2007).

Deloitte (2010) reports that the value of human capital in the industry is self-evident. The

average hotelier spends approximately 45 per cent of operating expenses and 33 percent

of revenues on labour cost namely employee compensation and benefits. Despite these

significant levels of labour spend, employee turnover in the industry continues to remain

high.

In a case study of The Starbucks experience, states that ‘Schultz believed that in order to

build respect and confidence with customers, the company first had to build respect and

confidence with the employees. Howard Schultz saw this benefit as a part of his core

strategy: Treat people like family, and they will be loyal and give their all. Stand by

people, and they will stand by you’ (Enz, 2010).

According to Deloitte (2010) reports, key to the brand promise is the talent delivering it.

However average staff turnover is still at 31 percent with staff costs accounting for 45

percent of operating expenses and the strong correlation between staff retention and

guests satisfaction. Operators need to consider how best to recruit, reward and retain

talent to ensure consistent guest satisfaction.

The workforce in the hospitality industry is characterized by unskilled, semi-skilled,

skilled supervisory and management. Due to globalization, the hospitality labour market

2

is also fast changing. According to the International Labour Organization (2010), the

sector is characterized by diversity, complexity; inter linkage and fragmentation in terms

of employment relations. The International Labour Organization (2010) report also states

that these relationships influence the many types of workplace contracts that include full-

time, part-time, temporary, casual and seasonal employment and have significant

implications for Human resource development within the sector

The hospitality industry leadership levels will differ from one institution to another.

According to Miller et. al., (2007) authority can be defined as the right and power to

make the necessary decisions and take the necessary actions to get the job done.

Responsibility refers to the obligation that a person has to carry out certain duties and

activities. Therefore, in the hospitality industry the supervisor is a representative of the

management on the ground and is in daily contact with the people. The top management

requires him to ensure the job is effectively done and the guests are well treated by the

employees.

In a question by Davis, Lockwood, Alcott and Pantelidis (2012) so why do many

supervisors fail fairly early in the career? He responds that ‘Well, for many it is the

inability to relate to the employees.’ Miller et. al., (2007) comments that you will be

successful in your own job to the degree that your team members allow you to be, and

this will depend on how you manage them.

Today’s effective leaders do not use the power tactics of the past. Modern managers find

that the practice of threatening employees is usually counterproductive. Instead, they

view their task as one of motivating employees to do their best (Manning & Curtis,

2009).Within the hospitality industry the one singular leadership trait is excellent

interpersonal skills. These include listening, questioning, negotiating and interaction with

both guests and employees (Hunter, Tinton & Mannall, 2010).

According to the International Labour Organization (2010), the sector thrives in an

environment where management–labour relations in the workplace are essential to

providing quality service. These relationships can be developed through the effective use

of social dialogue which is fundamental for decent and productive work through the

preservation of equality, freedom of association, security and human dignity. Effective

managers need to understand the people they rely on for the performance of their unit.

Each person, team/ group and organization is complex and unique but the performance of

3

an individual, team, group or organization depends on their capacity to work, willingness

to work and opportunity to work.

Kenya National Bureau of Statistics (2012) show hotels and restaurants growth rate of

Gross Domestic Product (GDP) by 5 per cent in the year 2011. It is one of the largest

contributors to Kenya’s GDP. In a previous study by Ongori, Iravo and Munene (2013)

on factors affecting performance of hotels and restaurants in Kenya, the highest complaint

concerned employee behaviors and attitude to customers in the delivery of services in the

hotels. This is due to either lack of required skill and knowledge or lack of proper

direction on organizational values and vision. This scenario was common to hotels and

restaurants experiencing declining and below average performance over the years. Most

employees in all the hotels were not aware of the organization mission, vision and the

core values of the organization (Ongori et. al., 2013). The traditional approach to

managing people through an emphasis on administrative procedures continues to play a

dominant role in Kenyan organizations (Budhwar & Debrah, 2001).

The modern corporate environment has initiated many changes in all organizational

functions that have inevitably affected the performance of managerial roles. The latter is

now facing a major challenge that has to do with the content of managerial work. There is

a shift from the traditional roles to outcomes of managerial roles, making stakeholders

interested in the way in which managerial roles contributes to the organizational success

and performance (Wadongo, Odhuno & Kambona, 2010). In addition, the research on

managerial roles and choice of performance measures in the Kenya five star hotels,

Wadongo et. al (2010) observed the need to invest in management training programs that

will make their managers perform managerial roles effectively.

Previous study on hotel employment in Kenya indicated that management did not treat

well their employees, inflexible and did not balance work and personal life of the

employees as they had to work for long hours. This lowered the employee motivation as

they were note rewarded according to the amount of work they do (Kuria, Wanderi &

Ondigi, 2011). Hospitality industry in Kenya and its curriculum seem not to be evolving

in the response to the industry and technological changes. The employees should be

encouraged to have competitive skills in problem solving, creativity and originality

(Kamau & Waudo, 2012). International Labor Organization (2010) reports investing in

workers include the development of training and the promotion of decent and efficient

4

work environments by concentrating on the human dimensions of productivity and

competitiveness.

Coaches know from experience that sharing enthusiasm and delivering positive messages

prior to the start of the game will help the team perform better (Eikenberry, 2007). Your

leadership style and your ability to motivate yourself and others will affect your career

success and the organization’s performance (Lussier, 2013). In addition, expectations of

how someone is likely to act cause that person to fulfill the expectation. In business, this

tells us that managers get the performance they expect. Treat people as losers, and they

won’t disappoint you. Treat them as capable individuals who can perform the highest

level, and they’ll do their best to prove you right (Robbins, 2008). Good leaders need

different styles of leading: demanding and mobilizing, harmonious and consensus

building, driven and developmental. Good leaders know when and why to use each style

(Rosner & Halcrow, 2010)

1.2 Statement of the Problem

Managers in the hospitality industry face a more uncertain and complex work

environment than in many other industries due to its unique service characteristics (Davis,

et al., 2012). Hospitality and service are not descriptions of a business, so much as they

are innate qualities and special attributes that a person possesses. You cannot buy them.

You either possess them or you do not. You cannot invent them. Hospitality comes from

inside a human being (Sturman, Corgel & Verma, 2011).

It is important to highlight that the sector and its informal components provide a

significant number of jobs to workers with little or no formal training and who do not

want to enter long-term employment commitments e.g. students (International Labour

Organization ,2010).

Performance management seems reasonable and fairly simple to do, yet research shows

that the majority of leaders fall short when it comes to clearly communicating, coaching

others to succeed, and correcting poor performance (Manning & Curtis, 2009). A research

on challenges that are facing Hospitality industry in Kenya by Kimani (2012) indicated a

very significant relationship between human resources functions and hotel performance.

5

A study on factors that affect employee turnover in Nairobi 5 star hotel by Gikutha,

(2009) findings demonstrated that the leadership style in an organization is a major factor

in maintaining satisfaction for employees. She recommends that the leadership style

preferred by employees can be established through further research since her study

provides the variable under leadership but does not conclude which style is most

comfortable with staff in the hotel industry.

This research therefore explored the leadership style at the Safari Park Hotel and how it

influences the employee job performance.

1.3 Purpose of the Study

The purpose of this study was to investigate leadership style of managers and how it

affects the employee job performance.

1.4 Research Questions

The following research questions will guide the study:

1.4.1 What leadership styles are prevalent at the Safari Park Hotel?

1.4.2 Does the leadership style of a manager affect the employee job performance?

1.4.3 What are the good leadership practices in the hospitality industry?

1.5 Significance of the Study

1.5.1 Human Resource Managers in the Hospitality Industry

There is need for the Human resource manager to recruit managers, continuously evaluate

and train them on leadership styles and implement skills that will ensure optimal

employee job performance.

1.5.2 Hospitality Industry policy makers

The study identifies appropriate leadership styles. This will create awareness of any

shortcomings in the leadership approaches and its effect on the overall performance i.e

6

employee and organizations in the hospitality industry. This will enable the policy makers

propose changes of policies to better balance the needs of the employees and hospitality

organizations.

1.5.3 Safari Park Hotel Management

To evaluate the managerial leadership skills, performance management and develop

strategies that enhance management and employee relations targeted at improving

individual and organizational performance.

1.5.4 Researchers/ Academicians

Encourage and promote research of leadership in the hospitality industry. This research

will be a reference point and provide opportunity for further study.

1.6 Scope of the Study

The study focused on the ‘The Safari Park Hotel & Casino’, Nairobi. The researcher

gathered information from the junior employees (general staff) working in the various

departments, ranging from contracted to permanent employed. The study was carried out

during the year 2014, from January – June.

1.7 Definition of Terms

1.7.1 Leadership Style

According to Lussier (2013) Leadership style is the combination of traits, skills, and

behaviors leaders use as they interact with followers. Although a leadership style is based

on traits and skills, the important component is the behavior, because it is relatively

consistent pattern of behavior that characterizes a leader.

1.7.2 Leadership

Leadership is shaping beliefs, desires and priorities. It is about achieving influence, not

securing compliance (Haslam, Reicher & Platow, 2011).

7

1.7.3 Performance Appraisal

It is an annual or semi-annual meeting in which the employee and the supervisor meet to

discuss the employee’s past, present and the near future performance and expectations

(Nyambegera, 2008)

1.8 Chapter Summary

This chapter has given a background to the study of leadership styles and its influence on

employee job performance in the hospitality industry. It gives guidance to the study

through the research questions raised and significance of the study. It highlights the scope

of the study and defines the key terms. Chapter two covers the literature review based on

the three research questions of this study.

8

CHAPTER 2

2.0 LITERATURE REVIEW

2.1 Introduction

This chapter discussed the review of literature in relation to the purpose of this study

which is to investigate the leadership style of managers and how it affects the employee

job performance. The literature review will be guided by the research questions,

highlighting the various leadership styles and relating it to job performance.

2.2 Leadership Styles Prevalent in the Hospitality Industry

According to Miller et. al., (2007), the term leadership style refers your pattern of

interacting with your subordinates: how you direct and control the work of others, and

how you get them to produce the goods and services for which you are responsible. It

includes not only your manner of giving instructions, but the methods and techniques you

use to motivate your workers and to assure that your instructions are carried out.

There are many questions on what is the difference between leadership and management?

Management is more concerned with promoting stability and enabling the organization to

run smoothly, while the role of leadership is to inspire, promote and oversee initiatives to

do with the long term change. Leaders provide inspiration, create opportunities, coach

and motivate people to gain their support on fundamental long-term choices (French,

Rayner &Rumbles, 2008).

Kreitner and Kinicki (2007) states that there are four commonalities among the many

definitions of leadership: Leadership is a process between a leader and followers,

leadership involves social influence, leadership occurs at multiple levels in an

organization (at the individual level, for example), leadership involves mentoring,

coaching, inspiring and motivating; leaders also build teams, generate cohesion, and

resolve conflicts at the group level and Leadership focuses on goal accomplishment.

9

2.2.1 Approaches to Leadership styles

According to Cole and Kelly (2011) leadership theories focus on leader traits, behaviour

(what the leader actually does), the power influence approach (the amount and type of

power and how it is exercised), the situation or some combination therefore. Early

leadership theories tended to be more universal in nature, i.e. applied to all types of

situation, whereas more recently contingency theories of leadership have emerged,

suggesting that certain aspects of leadership may apply to some situation but not others.

Since the 1950’s, in particular, several theories about leadership or management style

have been proposed. These have tended to be expressed in terms of authoritarian versus

democratic styles, people orientation versus task orientation (Cole & Kelly, 2011). The

behavioral approach examines leadership behavior particularly that which influences the

performance and motivation of subordinates, as result emphasis is placed on leadership

style (Brooks, 2009). The path goal theory argues that subordinates are motivated by their

leader to the extent that the behaviors of that leader influence their expectancies. In other

words, the leader affects subordinates’ performance by clarifying the behaviors (paths)

that will lead to desired rewards (Griffin & Moorhead, 2012).

The Situational leadership model developed by Hersey and Blanchard focuses on the

readiness of followers, in particular. Readiness is the extent to which people have the

ability and willingness to accomplish a specific task. Hersey and Blanchard argue that

situational leadership requires adjusting the leaders’ emphasis on task behaviours (for

example, giving guidance and direction) and relationship behaviours (for example,

providing socio-emotional support) according to the readiness of followers to perform

tasks (French et. al, 2008). The success of an influence attempt can be evaluated in terms

of how it affects the way people subsequently view the leader for example ethical,

supportive, competent, trustworthy (Conger & Riggio , 2007).

Fielder’s theory assumes leaders are predisposed to a particular set of leader behaviors.

Leaders are either task oriented or relationship oriented. Task oriented leaders are

directive, structure situational; set deadlines and make task assignments. Relationship

oriented leaders are not strongly directive, focus on people and desire positive social

interaction (Champoux, 2011).

10

2.2.2 Types of leadership styles

Leadership is increasingly taking place within a team context. As teams grow in

popularity, the role of the leader in guiding team members takes on heighted importance.

And the role of team leader is different from the traditional leadership role performed by

first-line supervisors (Robbins & Judge, 2007). According to Locke (2004), the outcome

of an influence attempt depends on what tactics are used, how skillfully they are used,

and the context in which they are used. Combining tactics is usually more effective than

using a single tactic. Experts in the area of leadership contend that leadership styles are

needed as work groups develop (Kreitner & Kinicki, 2010).

2.2.2.1 Transformational and Transactional Leadership

Transactional leadership focuses on clarifying employees’ roles and task requirements

and providing followers with positive and negative rewards contingent on performance.

In contrast, transformational leaders engender trust, seek to develop leadership in others,

exhibit self-sacrifice and serve as moral agents, focusing themselves and followers on

objectives the transcend the more immediate needs of the work group (Kreitner &

Kinicki, 2010).

Mcshane and Glinow (2011), defined transformational leadership as a perspective that

explains how leaders change teams or organizations by creating, communicating, and

modeling a vision for the organization or work unit and inspiring employees to strive for

that vision. According to Thompson (2008), transactional leadership occurs when leaders

motivate by exchanging rewards for high performance and noticing and reprimanding

subordinates for mistakes and standard performance. Empirical research has shown

positive relationships between transformational leadership and organizational

performance (Champoux, 2011).

2.2.2.2 Autocratic and Democratic leadership Style

Tesone (2010) explores on management styles; Autocratic managers are individuals who

tend to horde power, authority and decision making activities. Micromanagers are

autocrats with a compelling need to control every activity within their jurisdiction. The

antithesis of the autocrat is the delegating manager. These individuals prefer a style of

hands-off management and tend to delegate authority, responsibility and accountability to

others. Democratic managers have a tendency to engage in participative decision making.

11

According to George and Jones (2008), participation can help foster subordinates’ growth

and development and may result in higher performance levels and job satisfaction.

2.2.2.3 Charismatic and Servant Leadership

In 1976, R.J House published a theory of charismatic leadership that has received a great

deal of attention by researchers. He traces the influence of charismatic leader to a

combination of personal characteristics and types of behavior. The characteristics of

charismatic leaders include being dominant, ambitious and self confident as well as

having a strong sense of purpose (Manning & Curtis, 2009). Because of the intense

relationship with their followers, charismatic leaders are likely to believe their ideas are

better than they actually are, and to become overconfident and autocratic (Andre, 2008).

However, there is an increasing body of research that shows impressive correlations

between charismatic leadership and high performance and satisfaction among followers

(Robbins & Judge, 2007).

In recent times, some researchers have attempted to rejuvenate a relatively old concept of

leadership: servant leadership. Servant leaders are those who make a deliberate choice to

serve others and put other people’s needs, aspirations and interests above their own. The

servant leader operates on the assumption that ‘I am the leader, therefore I serve’ rather

than ‘ I am the leader, therefore I lead’(French et. al., 2008).

2.2.3 Leadership style and Changing Employee Expectations

Attitudes towards authority have been changing in Western Society, and effective

leadership today requires adjustment to ideas and expectations of a new generation of

followers. In the past, the leader of in the work setting typically was a taskmaster who

ruled with a strong arm and forced employees to obey or face the consequences (Manning

& Curtis, 2009). However, the current employee is more aware of their rights and is

demanding fair treatment at the workplace. A majority of college and university students

say that attaining a balance between personal life and work is a primary career goal. They

want ‘a life’ as well as a job. Managers who don’t help their people achieve work life

balance will find it increasingly hard to attract and retain the most capable and motivated

employees (Robbins, 2008).

Changes in the demographic composition of the labor force are creating more

opportunities (Cooper & Starbuck, 2005). According to Kyomuhendo and McIntosh

12

(2006) women and men encounter divergent practices at work. Bilimoria and Piderit

(2007), states that gender differences still play a role in our daily work lives and are

revealed in commonly held stereotypes about personal attributes and behaviors.

Effective leadership realizes the need for change to continually improve performance. If

certain behavioral expectations are so critical that failure to meet those expectations puts

an employee’s job at risk, be sure they are included in the job description (Rosner &

Halcrow, 2010). Leaders must be prepared to work under changing conditions. If

conditions change, then learning is required to continually adapt to and work within the

changing conditions (Eikenberry, 2007).

Kreitner and Kinicki (2007) remark that effective leaders possess and use more than one

style of leadership. Managers are advised to modify their leadership style to fit the

various employee and task characteristics. It is argued that for a leadership style to be

effective in today’s modern workplace, it will need to move away from hierarchical

position based influence to a more knowledge based influence. Knowledge workers see

themselves more as associates of the organization rather than employees. Thus knowledge

workers need to collaborate more with their leaders rather than be managed by them (Yu

& Miller, 2004)

2.3 Influence of Leadership Style on the Employee Job Performance

Miller et.al., (2007) states the new form of ROI, not return on investment but return on

individuals, a supervisor succeed only to the degree that each person under you produces;

you are judged on the performance, the productivity and efficiency of others. It is also

worth to note that the attention given to leadership style is based on the assumption that

subordinates are more likely to work effectively for managers who adopt a certain style of

leadership than they will for managers who adopt alternative styles (Mullins, 2008).

According to Luthans (2011), leadership style can make a difference, both positively and

negatively. For example, a survey found that senior executives view their companies’

leadership styles as pragmatic rather than conceptual, and conservative rather than risk

taking. These executives felt that to meet their current and future challenges, the styles

should be the other way round. Work unit leadership theory suggests that leaders should

analyze factors in their work unit and act accordingly. For example, to be effective, you

13

should assess your followers’ environments, abilities and behave in ways that

complement them. Jamal (2012), comments that a part of good leadership is to set a clear

direction, find your employees’ innate gifts and encourage them to use those gifts. By

doing this, you encourage your employees to work to their potential.

In addition, you should try to compensate for subordinates deficiencies, improve

subordinate satisfaction and enhance individual and group performance (Andre, 2008). If

an employee is satisfied with his or her job, the employee may be more likely to

reciprocate by helping others through their contextual performance. Employees may be

less likely to perform extra duties, endorse, support or defend the organization’s

objectives if they have low levels of satisfaction with the job (Pablos & Tennyson, 2014).

2.3.1The Nature of Leadership

Hospitality industry is people focused that demands appropriate leadership for it to

succeed. The supervisor or manager in the hospitality industry will exhibit different

leadership. According to Sturman et.al., (2011) to be an effective leader in the hospitality

industry requires: be self-aware, understand your organization, establish objectives and

provide guidance toward these goals, acknowledge good performance, correct poor

performance and be flexible and willing to adapt. Effective leadership can make a

positive difference in the lives of people, the functioning of groups, and the success of

organizations. Effective leadership has been shown to enhance employees’ satisfaction

with their jobs, motivation at work, and task performance (Lussier, 2013).

Studies on leadership in organizations have moved in several directions, but two

approaches have dominated the literature. The first approach has focused on the leader’s

characteristics and behavior, and the second on the circumstances necessitating the

demonstration of leadership and the possible results of different leadership styles (Gadot,

2007). Douglas McGregor, the theory X and theory Y (or carrot and stick approach)

argues that depending on assumptions adopted, a leader would then have a clear rationale

for developing the right organization policies, structures and practices. The result was that

some people concluded that the role of a leader rested on a choice being made between

two extreme positions. You can choose to be either a ‘hard’ or ‘soft’ leader (Thomas,

2006).

14

Riggio and Conger (2007), emphasis that selection of leaders is too important to leave

serendipity or chance. They add that ineffective leaders, particularly at the top, can be

extremely costly to an organization, and unfortunately leaders fail all too often. Getting

leader selection right can not only be a boon to organizational performance, but also give

people an opportunity to excel in work they enjoy.

2.3.2 Effects of Leadership Style on the Employee

Attention to leadership as a behavioral category has drawn attention to the importance of

leadership style. In the work situation it has become increasingly clear that managers can

no longer rely solely on the use of their position in the hierarchical structure as a mean of

exercising the functions of leadership. In order to get the best results from subordinates

the manager must also have regard for the need to encourage high morale, a spirit of

involvement and co-operation and a willingness to work (Mullins, 2008). The actions of

management are one way that an organization communicates with its employees.

Management at all levels must understand that employees are watching them for cues

about expected behavior (Kotler, Bowen & Makens, 2010).

Leadership is about taking people beyond what they were capable of and creating jobs,

roles, relationships and an environment whereby people can excel in work that uses and

extends their talents, and about which they feel passionate. To do that, leaders need to

engage closely and fully with those whom they are charged with managing and leading

(Williams, 2005).

Kouzes and Posner (2007) states that, when you listen deeply you can find out what gives

work its meaning to others. The most important reason people give for staying with an

organization is that they like the work they are doing, that they find it challenging,

meaningful and purposeful. Indeed when you listen with sensitivity to the aspirations of

others you can discover that there are common values that link everyone together.

According to leader-member exchange (LMX) theory, the quality of the supervisor-

subordinate relationship tells us whether a leader will lead successful. For example, high

quality relationships between leaders and their followers enhance employees’

organizational commitment (Andre, 2008).

15

2.3.3 Employee Behaviour and Outcomes

Most content theories of motivation revolve around the notion that motivation is

influenced by an employee’s needs, physiological or psychological deficiencies that

arouse behavior (Kinicki, 2008). Miller et. al (2007) mentions that employees want their

supervisors to let them be more involved by listening to them and by allowing them to

participate in decision making.

Today’s employees are demanding more from their work in terms of fulfillment and

personal satisfaction. They use words such as ‘empowerment’ and ‘self-development’ in

expressing demands (Pablos & Tennyson, 2014). As a consequence, the old hierarchies of

manual work will be replaced by more open and negotiated networks (Edwards &

Wajcman, 2005). According to Cooper and Starbuck (2005), there is substantial evidence

that fairness is an important dimension affecting employees’ actions and reactions within

organizations.

The indicators to measure employee outcomes comprised work performance; job

satisfaction, organizational commitment and (low) job stress (Lam & O’Higgins, 2012).

Employee wellbeing includes broader areas of focus, including psychological health,

physical health, and behavioral outcomes. The component of psychological health is

distinct from the other approaches in that it includes not only attitudinal outcomes, such

as satisfaction, but also personal fulfillment, growth and stress reduction (Grawitch &

Barber, 2009).

A study revealed that individual’s need for achievement affected their preference to work

in different companies. People with a high need for achievement were more attracted to

companies that had a pay-for-performance environment than were those with a low

achievement motivation (Kreitner & Kinicki, 2010). Sturman et. al (2011) adds that the

key to managing and retaining these employees is to create jobs that fulfill their quest for

fun, fair, interesting, and important positions, allocate rewards fairly; and provide

leadership that takes the time and the effort to ensure that employees are appropriately

treated, rewarded, respected and recognized.

16

2.4 Leadership Practices in the Hospitality Industry

According to Mc’Gregor’s Theory X and Theory Y managerial model, McGregor argued

that management had been ignoring the facts about people. It has been following an

outmoded set of assumptions about people because it adhered to Theory X when the facts

are that the Theory Y set of assumptions is more truly representative of most people

(Newstrom,2011)

Theory X leaders consider people, notably subordinates, to be lazy, reluctant to assume

responsibility and lacking in ambition and so, they require controlling, directing and if

necessary, coerced and punished. Theory Y represents a direct contrast. It assumes that

individuals align themselves with organizational goals, and as a consequence, people

require little control or direction, seek rewards consistent with their performance, may

accept and relish responsibility, possesses initiative and creative skills and are potentially

motivated by the higher-order needs for affiliation, esteem and self-actualization (Brooks,

2009).

Examining the hospitality industry, the traditional method of dealing with hourly workers

has generally been some variation of the command-obey method combined with carrot

and stick techniques of reward and punishment (Miller et al. (2007). So take away the

stick or the carrot and people are liable to stop marching, or even to march off in the

opposite direction in order to assert their independence. In contrast, one should inspire

people to want to travel in a given direction, and then they will continue to act even in the

absence of the leader (Haslam et. al., 2011).

2.4.1 Leadership Practices

Understanding how to get the practice of leadership right is typically more complicated

because so often the answer is ‘it depends’. Good leadership involves the leader doing the

right thing for the particular circumstances, taking into account the task, the followers, the

situation, the timing, and the process (Riggio & Conger, 2007). According to Kouzes and

Posner (2007) when getting extraordinary things done in organizations, leaders engage in

these five practices of exemplary leadership: 1) Model the way, 2) Inspire a shared vision,

3) Challenge the process, 4) Enable others to act, 4) Encourage the heart.

17

A previous study on how leaders behave by Posner (2012) indicated that the more

frequently leaders reported utilizing the five leadership practices generally (and

specifically Model, Enable and Encourage) the more positive were the attitudes toward

work and workplace.

Table 2.1 Five Practices and Ten Commitments of leadership

Practice Commitment

Model the

way Clarify values by finding your voice and affirming shared ideals.

Set the example by aligning actions with shared values.

Inspire a

shared

vision

Envision the future by imaging exciting and ennobling possibilities.

Enlist others in a common vision by appealing to shared aspirations.

Challenge

the process Search for opportunities by seizing the initiative and by looking

outward for innovative ways to improve.

Experiment and take risks by constantly generating small wins and

learning from experience.

Enable

others to

act

Foster collaboration by building trust and facilitating relationships.

Strengthen others by increasing self-determination and developing

competence.

Encourage

the heart Recognize contributions by showing appreciation for individual

excellence.

Celebrate the values and victories by creating a spirit of community.

(Kouzes & Posner, 2007)

According to Barrows, Powers and Reynolds (2012), workers must have a sense of

ownership of service standards and procedures if the standards and procedures are to be

accepted in the workplace. The necessary step to secure acceptance is to involve

employees in planning either by consulting them fully in the planning process or by

asking them actually to do the planning themselves.

2.4.2 Motivation

Expectancy model by Victor H. Vroom explains that motivation is a product of three

factors: how much one wants a reward (valence), one’s estimate of the profitability that

effort will result in successful performance (expectancy) and one’s estimate that

18

performance will result in receiving the reward (Newstrom, 2011). Therefore, based on

the arguments of expectancy theory, a person’s behavior reflects conscious choice

between the comparative evaluations of alternative behaviors. The choice of behavior is

based on the expectancy of the most favorable consequences (Mullins, 2008).

The motivation, the drive, or compelling force that energizes people to do what they do

comes from either inside the employees (intrinsic motivation) or from the environment

(extrinsic motivation). The best organizations create an environment and policies that

enhance both forms of motivation (Sturman et.al, 2011). For example, the Marriott

Corporation, has since its inception in the 1920s had the philosophy of ‘Give to your

employees and they will give back to you’. J. Willard Marriot, Jr. chairman of the

Marriott Corporation, summarized the company’s commitment to employees: ‘Motivate

them, train them, care about them, and make winners of them. (Barrows et. al, 2012)

According the Manning and Curtis, 2009, following are the nine areas and possible

actions to enhance employee motivation : 1) Pay and reward systems, introduce a group

bonus, 2) Job autonomy and discretion, allow workers to determine their own work

methods, 3) Support services, provide service on demand from technical support groups,

4) Training, provide training and development for all employees, 5) Organizational

structure, reduce the number of hierarchical levels, 6) Technical and physical aspects,

break long production and assembly lines into smaller work units, 7) Task assignments,

assign whole tasks, including preparatory and finishing work, 8) Information and

feedback, solicit and utilize direct feedback from users i.e. clients, customers and other

departments, 9) Interpersonal and group processes, increase the amount and types of

group interaction.

Regarding issues of money as a reward, financial rewards play a critical role in

motivating hospitality employees, but you cannot also ignore the reality that money isn’t

everything to everyone. Recognition and feedback can also be effective tools, if you have

the leadership and management skills to know when and how to provide these

nonfinancial rewards effectively (Sturman et. al ,2011)

2.4.3 Performance Management

One of the most important strategic issues facing the hospitality today is the ability to

leverage human capital. In particular, managers are concerned about human resource

19

activities, such as attracting, retaining and developing the workforce (Enz, 2010).

According to Singh (2006), the hospitality industry has traditionally focused much of its

attention on the assets it best understands, real property and the capital that finances it.

And yet what will distinguish the most successful companies of the next century will be

the effective management of people, information and customer relationships-the

industry’s intangible assets.

Performance management is an organization-wide system whereby managers integrate

the activities of goal setting, monitoring and evaluating, providing feedback and

coaching, and rewarding employees on a continuous basis. In addition, the organization’s

structure, culture and job design and supervisory practices can facilitate or hinder job

performance. The key aspects of the performance cycle include goal setting, feedback and

coaching, rewards and positive reinforcement. (Kreitner & Kinicki, 2007).

An essential skill for all hospitality professionals is the ability to work in a team. The

reason it is so important is because all facilities and services offered by the hospitality

enterprises are the result of the input of many (O’Shannessy & Minett, 2008). The overall

aim of performance management is that it exists to establish a culture in which

individuals and groups take responsibility for the continuous improvement of business

processes and of their own skills and contributions. It is about sharing expectations.

Managers can clarify their expectations of what they want individual team members and

their teams as a whole to do, and individuals and groups can communicate their

expectations of what they should be able to do, of how they should be managed, the

support and resources they need and how their talent should be used(Armstrong & Baron,

2006).

One key issue in the hospitality industry is the lack of tourism sector consensus as to the

need for sector specific educational provision. Commitment to ongoing career

development of existing employees, within tourism and hospitality, varies greatly and is

influenced by the sub-sector and size of the enterprise. The presence of career

development opportunities however is likely to exert a considerable influence on the

retention of ambitious employees, with potential, within the sector (Singh, 2006). It is

worth noting that the individual organizations play a major role in strategic employee

performance management.

20

According to Enz (2010), managers and employees can receive training that describes

strategic thinking and how to do it. Second, an organization can encourage and reward

employees who generate new ideas, for example, Disney allows some of its employees an

opportunity each year to present new ideas to top managers. In addition, leaders should

create an organizational culture characterized by high trust and high performance to

encourage trusting and high performance behavior in their employees (Locke, 2004).

Job performance is without doubt a complex variable that depends upon the interplay of

numerous factors (Ivancevich, Konopaske & Matteson, 2005). The leadership should

make every effort to interact with the employee and be continuously aware of changes in

the organization and the employee individual needs. According to Kotler et. al., (2010), a

manger who talks about the importance of employees working together as a team can

reinforce the desire for teamwork through personal actions. Taking an interest in

employees work, lending a hand, knowing employees by name and eating in the

employee cafeteria are actions that will give credibility to the manager’s words.

Ninemeier and Perdue (2008) adds that today’s successful hospitality managers work

differently from their counterparts of yesterday. Kurt Lewin’s classic studies of

classrooms under autocratic or democratic leaders (1947), the autocratic classes could

match and even outdo the democratic ones in performance when the teacher was present,

but if the teacher left, the autocratic ones fell apart, whereas the democratic ones

reorganized and continued to perform (Schein, 2004). Leadership plays a central part in

understanding group behavior, for it’s the leader who actually provides the direction

toward goal attainment (Robbins & Judge, 2007). Knowing which leadership approaches

are appropriate in different situations helps a manager become more effective (Francesco

& Gold, 2005).

2.5 Chapter Summary

This chapter gives an understanding on the influence of a manager’s leadership style on

their employees’ job performance. It reviews the theories and studies conducted in the

past. The literature review of leadership style and performance is based on the three

research questions.

21

CHAPTER 3

3.0 RESEARCH METHODOLOGY

3.1 Introduction

This chapter discussed the research methodology that was utilized in this study. It

described the approach that was adopted in collecting, analyzing, interpreting and

presenting the information. It also entails the population sample, sampling frame and

sampling techniques used.

3.2 Research Design

Research design is a blueprint for the collection, measurement and analysis of the data

based on the research questions of the study (Sekaran & Bougie, 2013.) If the research is

concerned with finding out who, what, where, when or how, then the study is descriptive

(Cooper and Schindler, 2011). Sekaran and Bougie (2013) add that descriptive studies

may help the researcher to: 1) Understand the characteristics of a group in a given

situation 2) Think systematically about aspects in a given situation 3) Offer ideas for

further probe and research and 4) Help make certain (simple) decisions.

The survey strategy was a preferred in this study. The typical survey is a descriptive

research study with the objective of measuring awareness, knowledge, behavior, opinions

and attitudes both inside and outside of the organization (Zikmund, Babin, Carr & Griffin,

2010). According to Saunders, Lewis and Thornhill (2009), using a survey strategy gives

you more control over the research process and when sampling is used, it is possible to

generate findings that are representative of whole population at a lower cost than

collecting data for the whole population. The data collection techniques methods that tend

to be used in surveys are questionnaires or scales (Quinlan, 2011).

The descriptive research design was appropriate in this study since its purpose was to

investigate the leadership style of managers and how it affects the employee job

performance. A survey strategy and a structured questionnaire based on the research

questions are used to collect the information from the respondents at Safari Park Hotel.

22

3.3 Population and Sampling Design

3.3.1 Population

A population is a precisely defined body of people or objects under consideration for

statistical purposes (Collis & Hussey, 2009). The population comprises of non-managerial

employees of Safari Park Hotel, Nairobi and has an identified department. According to

Safari Park Hotel list, there are 190 employees, non -managerial from the various

departments: human resource, housekeeping, food and beverage (service and kitchen),

finance and information communications technology, health club, purchasing and security

(see table 3.1). It is from this population that the researcher will get an accessible sample

size.

Table 3.1: Target population

Department No. of Staff

Human Resource and Administration 3

Housekeeping 19

Food and Beverage (Service & Kitchen) 111

Finance and ICT 19

Health Club 12

Font office 18

Security 8

Total 190

Source: Human Resource and Administration Department at Safari Park Hotel (2013)

3.3.2 Sampling Design

3.3.2.1 Sampling Frame

A list of elements from which the sample may be drawn is called a sampling frame. The

sampling frame is also called the working population because these units will eventually

provide units involved in analysis (Zikmund et. al., 2010).

23

The sampling frame for this study is a list of all non-management employees of Safari

Park Hotel, who total 190 employees as provided by Human Resource department, March

2014. This was provided in terms of number of staff within the various departments.

3.3.2.2 Sampling Technique

Simple random sample is considered a special case in which each population element has

a known and equal chance of selection (Cooper & Schindler, 2011). The population under

study was the staff in the various departments in the hotel. The various departments

represent the stratas. Simple random sampling was used to select proportionate

representation from each strata. Simple random sampling involves you selecting the

sample at random from the sampling frame using random tables, a computer or an online

random number generator (Saunders et. al., 2009).

One way to select a random sample is to allocate a number to every member of the

population and select a sample based on the numbers given in a random number table or

random numbers created by a computer (Collis & Hussey, 2009). To establish the

required sample size from the population, each staff in the sampling frame will be given a

unique number and through use of random numbers they will be selected until the desired

sample size is obtained. The first random will be selected randomly.

3.3.2.3 Sample Size

According to Quinlan (2011) one principle of sample sizes is, the smaller the population,

the bigger the sample ratio has to be for an accurate sample (i.e. one with a high

probability of yielding the same results as the entire population). Zikmund et. al ( 2010)

state that three factors are required to specify sample size: 1) the heterogeneity (i.e.

variance) of the population, 2) the magnitude of the acceptable error (i.e. +/- some

amount) and 3) the confidence level (i.e. 90 percent, 95 percent, 99 percent).

For this study the confidence interval level is 95 per cent. The target population is 190

employees from which we will calculate our sample size based on the Bill Godden

formula (2004)

Formula used to calculate the sample size.

SS=2^

)1(*2^

C

pPZ

24

Where:

SS= Sample size

Z=Square of the confidence level in standard error units

P=Estimated proportion of success

1-p= Estimated proportion of failures

C=Square of the maximum allowance of error between the true proportion and the sample

proportion.

To obtain the sample size from the finite population

New SS= )

))1

(1(

(

PoP

SS

SS

Where:

Pop= Targeted population.

How I arrived on the 144 sample size is:

SS = 2^04.0

5.0*5.0*2^96.1=600.25

New SS =

144)

))190

)125.600((1(

25.600(

To obtain the sample size per strata (Srivastava, Shenoy & Sharma, 2000)

N= NiN

ni For example : Housekeeping = 1419

190

144 respondents.

Where ni is strata population

N= Total population

Ni= sample size of total population

25

Table 3.2: Employee Respondents

Departmental strata No. of Staff Sample size

Human Resource and

Administration 3 3

Housekeeping 19 14

Food and Beverage (Service &

Kitchen) 111 84

Finance and ICT 19 14

Health Club 12 9

Front office 18 14

Security 8 6

Total 190 144

3.4 Data Collection Methods

The data collection method used was the questionnaire. The questionnaire was preferred

due to the fact that the study was confined to only one organization i.e. The Safari Park

Hotel and thus it would be easier to collect the completed responses. The questionnaire

was structured and dictated by the research questions. The questionnaires were hand

delivered to each respondent and collected later. The questionnaires were in the form of

close ended questions which will be based on the research questions.

The questionnaire composed an introduction which disclosed the purpose of the study,

demographic question but upheld the anonymity of the respondent. The questions were

organized based on the research questions. The likert scale was used in this study. The

participant was asked to agree or disagree with each statement. Each response is given a

numerical score to reflect its degree of attitudinal favorableness, and the scores maybe

summed to measure the participants overall attitude (Cooper & Schindler, 2011).

3.5 Research Procedures

Primary data was used in this study. A primary source is also called an original source.

Primary sources provide original information or evidence and are the first evidence of a

phenomenon being observed and recorded (Quinlan, 2011). The researcher collected

primary data using questionnaires, with relevant questions to guide the respondent. The

questionnaire was hand delivered to the respondent.

26

Each questionnaire had a brief introduction, indicating the purpose of the study.

Questionnaires were filled by the random selected respondents. The researcher ensured

not to interrupt the working schedules of the staff and delivered the questionnaires after

consultation with the supervisor on duty in the various departments. A total of 144

questionnaires were issued. Each respondent was given at least one day to fill the

questionnaire and the researcher collected the filled forms for the analysis.

3.6 Data Analysis Methods

Data preparation includes editing, coding, data entry and is the activity that ensures the

accuracy of the data and their conversion from raw form to reduced and classified forms

that are more appropriate for analysis (Cooper and Schindler, 2011) The quantitative data

collected from the questionnaires was coded, keyed in and edited accordingly. Data

coding involves assigning a number to the participants’ responses so they can be entered

into a database (Sekaran & Bougie, 2013). The qualitative data obtained from the

questionnaires will be analyzed and categorized according to the research questions.

Descriptive statistics was used to measure the central tendency i.e. mean, percentages

and frequencies presented in graphs, tables, charts and cross tabulations. Inferential

statistics was used in making valid conclusions from the data. Statistical inference uses

the data gained on a sample population to draw conclusions about the population from

which the sample was drawn (Quinlan, 2011). The binary logistic regression was used to

measure the strength and direction of the relationship between the two variables in this

study. The quantitative data will be coded and analyzed through the statistical package for

the social sciences (SPSS) program

3.7 Chapter Summary

This chapter has discussed the research methodology; the population, sampling frame,

sample size, data collection and methods of data analysis. Methods of data collection

applied in this study are mentioned in detail and justified accordingly. The next chapter

presents the finding and analysis of the study.

27

CHAPTER 4

4.0 RESULTS AND FINDINGS

4.1 Introduction

This chapter presents the results and findings obtained from this research. A structured

questionnaire was used to collect the data, guided by the three research questions. The

data was collected from the employees at the Safari Park Hotel. The questionnaires

distributed to the respondents were 144, 95 questionnaires were returned. This translated

into 66% response rate.

The chapter is based on the research questions; what leadership styles are prevalent in the

hospitality industry, based on research question one , does the leadership style of a

manger affect the employee job performance based on research question two and finally

what are the good leadership practices in the hospitality industry guided by the research

question three.

4.2. General Information

The general information consists of the characteristics of the respondents; gender and

number of years worked at the hotel by the individual respondents.

4.2.1 Gender Distribution

The researcher requested the respondents to indicate their respective gender. The findings

of the study showed that there were 54.7% male and 45.3% female respondents. The

gender of the respondents was relatively well represented in this research. The figure 4.1

shows the gender distribution.

28

Figure 4.1: Gender distribution

4.2.2 Number of Years Worked

Figure 4.2 below shows the number of years worked by the respondents. 58.9% of the

respondents has worked for less than five years, 33.7 percent for 6-10 years and 7.4%

percent had worked for 11 years and above. From the findings it shows that majority of

the respondents had 1-5 years work experience at Safari Park Hotel.

Figure 4.2: Number of years worked

29

4.3 Leadership Styles Prevalent in the Hospitality Industry

4.3.1 Types of Leadership styles

In this section, the research assessed the leadership styles prevalent in the hotel. The

literature review identified various leadership styles such as transactional,

transformational, autocratic, democratic, charismatic and servant leadership. Respondents

were asked to rate based on the likert scale 1 to 5 which leadership behavior and style

best represents their immediate supervisor. The factors were ranked using the mean which

was obtained by assigning weight to the likert scale, strongly agree was assigned (5) to

strongly disagree (1). Those variables with a mean in a continuous likert scale 3.5 to 5.0

were considered strongly agree and agree, 2.5 to 3.4 considered neutral and 0.0 to 2.4 are

considered as strongly disagree and disagree.

Table 4.1: Leadership styles

N Min.

Max

. Mean

Std.

Dev. Rank

Makes suggestions on how to solve problems. 95 1.00 5.00 4.13 .95 1

Encourages thinking and creativity 95 2.00 5.00 4.01 .91 2

Inspiring employees to strive for org. vision 95 1.00 5.00 3.94 .99 3

Thinks and says ‘We’ rather than ‘I’ 95 1.00 5.00 3.92 1.11 4

Encourages us to participate in decision making 95 1.00 5.00 3.81 1.07 5

Shows flexibility in making decisions. 94 1.00 5.00 3.81 1.10 6

Delegates authority 93 1.00 5.00 3.80 .92 7

Focuses on clarifying employees’ roles and task

requirements. 92 1.00 5.00 3.79 .85 8

Seeks to develop leadership in the team

members 93 1.00 5.00 3.78 1.12 9

Encourages subordinates’ growth and

development. 94 1.00 5.00 3.72 1.20 10

Criticizes in a constructive way 93 1.00 5.00 3.62 1.05 11

Relies and creates trust with the subordinates. 92 1.00 5.00 3.60 1.05 12

Will sacrifice for the good of the team 94 1.00 5.00 3.60 1.05 13

Monitors progress towards goal achievement

only. 94 1.00 5.00 3.55 .89 14

Clarifies his or her own role within the group. 94 1.00 5.00 3.52 1.06 15

Shows regard for subordinates as individuals 94 1.00 5.00 3.51 1.05 16

Serves others rather than be served. 94 1.00 5.00 3.31 1.19 17

Needs to control every activity 91 1.00 5.00 3.19 1.17 18

Recognizes and awards based only on work

performance 92 1.00 5.00 3.18 1.13 19

Put other people’s needs, aspirations and

interests 94 1.00 5.00 3.17 1.10 20

Believes only their ideas are the best 93 1.00 5.00 2.77 1.21 21

Focuses more on punishment for mistakes 95 1.00 5.00 2.76 .99 22

30

The study found out as shown in table 4.2 that the supervisors had the following strong

attributes; makes suggestions on how to solve problems (mean of 4.13), encourages

thinking and creativity (mean of 4.01) and inspires employees to strive for organizational

vision (mean of 3.94), thinks and says ‘we’ rather than ‘I’ (mean of 3.92).

It was also found out that the respondents indicated the following attributes are neutral on

the supervisors’ leadership style; serves others rather than be served (mean of 3.31),

needs to control every activity (mean of 3.19), recognizes and awards based only on work

performance (mean of 3.18), puts other people’s needs, aspirations and interests above

their own (mean of 3.17), believes only their ideas are the best (mean of 2.77) and focuses

more on punishment for mistakes (mean of 2.76).

4.3.1.1 Makes Suggestions on how to Solve Problems

The researcher requested the respondents to indicate the style of leadership based on if the

supervisor makes suggestions on how to solve problems. This was to determine the

prevalent leadership style at the hotel.

Table 4.2 Rating on makes suggestions on how to solve problems

Frequency Percent

Strongly disagree 2 2.1

Disagree 6 6.3

Neutral 7 7.4

Agree 43 45.3

Strongly agree 37 38.9

Total 95 100.0

As presented in table 4.2, the study found out that majority of the respondents agreed with

38.9% strongly agrees, 45.3% agree, 7.4% were neutral, 6.3% disagree and 2.1% strongly

disagree. There was a consensus that the supervisors made suggestions to the employees

on how to solve problems as indicated by the highest responses of strongly agree at

38.9% and agree at 45.3%.

4.3.1.2 Encourages Thinking and Creativity

The research sought to find out if the supervisor as a leader encouraged thinking and

creativity. The responses are presented according to frequency in terms of if the

supervisor encourages thinking and creativity among the employees.

31

Table 4.3 Encourages Thinking and Creativity

Frequency Percent

Disagree 8 8.4

Neutral 14 14.7

Agree 42 44.2


Total 95 100.0

The findings of the study presented in table 4.3 showed that 32.6% strongly agree, 44.2%

agree, 14.7% neutral and 8% disagree. Majority of the respondents agreed that the

supervisors encourage thinking and creativity. The response from the disagree was very

low at 8.4%

4.3.1.3 Inspiring employees to strive for organizational vision

The study sought to determine if the supervisor inspired employees to strive for

organizational vision. The results are as shown in table 4.4

Table 4.4 Inspiring employees to strive for organizational vision

Frequency Percent


Disagree 7 7.4

Neutral 16 16.8

Agree 40 42.1


Total 95 100.0

The results in table 4.4 indicate that the supervisors inspired the employees to strive for

organizational vision with 31.6% strongly agree, 42.1% agree, 16.8% neutral, 7.4%

disagree and 2.1% strongly disagree.

4.3.1.4 Thinks and says ‘We’ rather than ‘I’

The respondents were asked if their supervisor thinks and says ‘we’ rather than ‘I’. The

results are shown in table 4.5 below.

32

Table 4.5 Thinks and says ‘We’ rather than ‘I'

Frequency Percent


Disagree 3 3.2

Neutral 17 17.9

Agree 36 37.9


Total 95 100.0

The findings of the study in table 4.5 showed that 33 respondents (34.7%) strongly agree,

36 respondents (37.9%) agree, 17 respondents (17.9%) were neutral, 3 respondents

(3.2%) disagree and 6 respondents (6.3%) strongly disagree. According to these results

majority of the employees agree that the supervisor thinks and says ‘we’ rather than ‘I’.

4.3.1.5 Encourages us to participate in decision making

The respondents were asked to indicate if the supervisor encourages staff to participate in

decision making. The findings are shown below in table 4.6

Table 4.6 Encourages us to participate in decision making

Frequency Percent


Disagree 8 8.4

Neutral 17 17.9

Agree 39 41.1


Total 95 100.0

The respondents indicated (table 4.6) that the supervisor encourages staff to participate in

decision making with 28.4% strongly agree, 41.1% agree, 17.9% neutral, 8.4% disagree

and 4.2% strongly disagree. There were 17.9% of the respondents who were neutral,

indicating they were not sure or are undecided on the factor.

4.3.1.6 Focuses more on punishment

This study sought to find out from the respondents if the supervisor focuses more on

punishment. Results are shown in table 4.7 below.

33

Table 4.7 Focuses more on punishment

Frequency Percent


Disagree 36 37.9

Neutral 34 35.8

Agree 13 13.7


Total 95 100.0

The findings in table 4.7 reveal that 6.3% strongly agree, 13.7% agree, 35.8% neutral,

37.9% disagree and 6.3% strongly disagree on the supervisor focusing more on

punishment. These finding shows that the 35.8% of the respondents were neutral which

may imply a relative number of employees were not sure on this factor.

4.3.1.7 Believes only their ideas are the best

The researcher asked the respondents to indicate if their supervisor believes only their

ideas are the best.

Table 4.8 Believes only their ideas are the best

Frequency Percent


Disagree 31 33.3

Neutral 23 24.7

Agree 16 17.2


Total 93 100.0

As presented in table 4.8, the respondents indicated that 10.8% strongly agree, 17.2%

agree, 24.7% neutral, 33.3% disagree and 14.0% strongly disagree that the supervisor

believes only their ideas are the best. From the results, the neutral respondents (24,7%)

were equally high giving an impression that in relation to this factor they were not sure.

4.3.1.8 Put other people’s need, aspirations and interests above their own

The research sought to establish if the supervisors put other people’s need, aspirations and

interests above their own.

34

Table 4.9 Put other people’s need, aspirations and interests above their own

Frequency Percent


Disagree 17 18.1

Neutral 35 37.2

Agree 23 24.5


Total 94 100.0

From the study, the findings in the table 4.9 shows that 12.8% strongly agree, 24.5%

agree, 37.2% neutral, 18.1% disagree and 7.4% strongly disagree. From these findings,

majority of the respondents were found neutral at 37.2% probably indicating some

respondents were not sure if the supervisor put other people’s need, aspirations and

interests above their own.

4.3.1.9 Needs to control every activity

The researcher wanted to know from the respondents if the supervisor needed to control

every activity.

Table 4.10 Needs to control every activity

Frequency Percent


Disagree 29 31.9

Neutral 18 19.8

Agree 26 28.6


Total 91 100.0

Results in table 4.10 indicate that 15.4% respondents strongly agree, 28.6% agree, 19.8%

neutral, 31.9% disagree and 4.4% strongly disagree that the supervisor needs to control

every activity. The majority of the respondents disagreed (31.9%) that the supervisor

needs to control every activity compared to the 28.6% of the respondents who agreed.

4.3.2 Leadership style and Changing Employee Expectations

The research sought to identify the respondents’ response on the supervisor leadership

behavior and style based on gender by further analyzing the male and female opinions.

The findings will indicate whether the employee rating of the leadership style will vary

based on the gender.

35

4.3.2.1 Leadership style and female employee expectations

The factors were ranked using the mean which was obtained by assigning weight to the

likert scale with those who strongly agree rated at 5 while those who strongly disagree at

1. On a continuous likert scale the mean score between 0.0 to 2.4 represents strongly

disagree and disagree, 2.5 to 3.4 indicates neutral and 3.5 to 5.0 represent strongly agree

and agree.

Table 4.11 Rating of leadership behavior and style by female respondents

N Min. Max Mean

Std.

Dev Rank

Makes suggestions on how to solve problems. 43 1.00 5.00 4.14 .89 1


Inspiring employees to strive for org. vision 43 1.00 5.00 3.88 1.05 3

Encourages us to participate in decision making 43 1.00 5.00 3.88 1.03 4




development. 42 1.00 5.00 3.83 1.15 7



members 41 1.00 5.00 3.73 1.07 9



requirements. 42 1.00 5.00 3.62 .85 11



Monitors progress towards goal achievement

only. 43 1.00 5.00 3.53 1.01 14




interests 42 1.00 5.00 3.26 1.06 17




performance 41 1.00 5.00 2.93 1.15 20

Focuses more on punishment for mistakes 43 1.00 5.00 2.81 .96 21


Results from table 4.11 showed female respondents agreed that the supervisors; makes

suggestion on how to solve problems mean of 4.14, encourages thinking and creativity

mean of 4.00 and encourages staff to participate in decision making mean of 3.88. The

study also found out that the following factors were neutral: believes only their ideas are

best at mean of 2.74, focuses more on punishment mean of 2.8, recognizes and awards

based only on work performance at a mean of 2.93.

36

4.3.2.2Leadership style and male employee expectations

The research sought to establish the male respondents’ response on the leadership

behavior and style of their supervisors. The factors were ranked on a likert scale of 1 to 5,

with response of 5 indicating strongly agree and a 1 showing strongly disagree. On a

continuous likert scale the mean score between 0.0 to 2.4 represents strongly disagree and

disagree, 2.5 to 3.4 indicates neutral and 3.5 to 5.0 represent strongly agree and agree.

From the study findings as shown in table 4.12 The male respondents indicated strongly

that their supervisor makes suggestions on how to solve problems mean of 4.12,

encourages thinking and creativity mean of 4.02, inspiring employees to strive for

organization vision mean of 3.98. The study also found out that the following factors

were neutral ; focuses more on punishment for mistakes mean of 2.71, believes only their

ideas are the best mean of 2.80 and puts other people’s needs, aspirations and interests

above their own a mean of 3.10.

Table 4.12 Rating of leadership behavior and style by male respondents

N Min. Max. Mean

Std.

Dev Rank

Makes suggestions on how to solve problems. 52 1.00 5.00 4.12 1.00 1


Inspiring employees to strive for org. vision 52 2.00 5.00 3.98 .94 3



requirements. 50 2.00 5.00 3.94 .82 5


Seeks to develop leadership in the team members 52 1.00 5.00 3.83 1.17 7

Encourages us (staff) to participate in decision

making 52 1.00 5.00 3.75 1.12 8




development. 52 1.00 5.00 3.63 1.24 11



Monitors progress towards goal achievement only. 51 1.00 5.00 3.57 .78 14




performance 51 1.00 5.00 3.39 1.08 17



Put other people’s needs, aspirations and interests 52 1.00 5.00 3.10 1.14 20


Focuses more on punishment for mistakes 52 1.00 5.00 2.71 1.02 22

37

According to the study as shown in table 4.11 and 4.12, it was found out that both the

female and male respondents had the same opinion on the behavior and leadership styles

of their supervisors. On a continuous likert scale of a mean score of 3.5 to 5.0, it was

found that both male and female respondents indicated similar attributes of the supervisor

on leadership behavior and style. In addition, the findings in table 4.11 and 4.12 showed

that both the male and female respondents had similar factors that were used to a

moderate extent (mean of 2.4 to 3.4) to explain the leadership behavior and style of their

supervisors.

4.4 Leadership Style and Influence on the Employee Job Performance

The study aimed to determine relationship between the supervisor and employee, and the

influence on the level of employee job performance. The respondent ranked their feelings

when relating to their immediate supervisor based on the likert scale of 1 to 5. The scores

of strongly agree was giving the weight 5 to strongly disagree was assigned a weight of 1.

The mean score with the scale 0 to 2.4 was considered as variables with a less impact,

mean score of 2.5 to 3.4 was considered to show the variable with a neutral impact while

a mean of 3.5 to 5.0 represent the variable with a strong impact.

Table 4.13: Rating on influence on the employee job performance

N Min. Max. Mean

Std.

Dev. Rank

Self-driven to perform my work 94 1.00 5.00 4.21 .89 1

Being a team player 94 1.00 5.00 4.20 .85 2

Willingness to work hard 93 1.00 5.00 4.10 .86 3

Correcting any poor performance 93 2.00 5.00 4.05 .79 4

Being innovative and creative in my duties 93 1.00 5.00 4.01 .83 5

Developing my skills 93 1.00 5.00 3.99 .96 6

Excelling in my work 93 1.00 5.00 3.98 .88 7

Am very clear on my responsibilities 93 1.00 5.00 3.95 .99 8

Energized and want to be involved at work 94 1.00 5.00 3.91 .91 9

Have meaning and purpose for work 94 1.00 5.00 3.89 .99 10

I like the work am doing 94 1.00 5.00 3.88 1.03 11

Supported 94 1.00 5.00 3.72 1.11 12

Very dissatisfied with our conversations. 94 1.00 5.00 2.62 1.30 13

Nothing is ever accomplished. 93 1.00 5.00 2.55 1.27 14

Stressed 94 1.00 5.00 2.52 1.27 15

Low morale for my work 94 1.00 5.00 2.27 1.13 16

38

The findings in table 4.13 show the respondents opinion on the influence of the

supervisor leadership style to the employees’ job performance. The study found out that

the following factors were outcomes to a large extent on the employees’ job performance;

self driven to perform my work with a mean of 4.2, being a team player at mean of 4.20,

willingness to work hard a mean of 4.10, correcting any poor performance at a mean of

4.05 and being innovative and creative in my duties mean of 4.01. However, the study

established that low morale for my work at mean of 2.27 was the variable with the less

impact from the supervisors influence on employees’ job performance.

The study also found that some of the factors are only used to a moderate extent to

explain the supervisors influence on the employee job performance such as; very

dissatisfied with our conversations with a mean of 2.62, nothing is ever accomplished

mean of 2.55 and stressed a mean of 2.52.

4.4.1 Effects of Leadership style on the Employee

The researcher sought to find out from the respondents if supervisor influenced the level

of employee job performance.

4.4.1.1 Self driven to perform work

The study sought to find out from the respondents if when relating with the supervisor

they had a self drive to perform work.

Table 4.14: Self-driven to perform work

Self-driven to perform my work

Total

Strongly

disagree Disagree Neutral Agree

Strongly

agree

Number

of years

worked

1-5

years

1.8% 7.3% 9.1% 36.4% 45.5% 100.0%

6-10

years

.0% 3.1% 3.1% 53.1% 40.6% 100.0%

11

years

and

above

.0% .0% 28.6% 28.6% 42.9% 100.0%

39

Table 4.14 presents the findings; 53.1% of 6-10 years respondents agreed,53.1 % ,1-5

years respondents at 36.4% and 11 years and above at 28.6%. It is worth to note that for

respondents who have worked for over 11 years and above, as presented in table 4.14,

28.6% were not sure if they were self-driven to perform work.

4.4.1.2 Team player

The study sought to find out if the respondents when relating with the supervisor felt they

were a team player.

Table 4.15: Being a team player

Frequency Percent


Disagree 1 1.1

Neutral 11 11.7

Agree 42 44.7


Total 94 100.0

From the table 4.15 majority of the respondents agree with 40.4% strongly agree, 44.7%

agree. Only 11.7% respondents were neutral, 1.1 % disagrees and 2.1% strongly disagrees

that they were influenced to be a team player.

4.4.1.3 Willingness to Work Hard

The researcher wanted to find out if the respondents when relating to their supervisor had

a willingness to work hard.

Table 4.16 Willingness to Work Hard.

Frequency Percent


Disagree 2 2.2

Neutral 12 12.9

Agree 46 49.5


Total 93 100.0

40

Table 4.16 indicates 33.3% percent of the respondents strongly agree and 49.5% agree,

12.9% were neutral and the rest disagreed. These results indicate that the supervisor

influenced majority of the employees to have a willingness to work hard.

4.4.1.4 Correcting any Poor Performance

The study sought to find out if the employees were influenced by their supervisor to

correct any poor performance.

Table 4.17: Correcting any Poor Performance

Frequency Percent

Disagree 3 3.2

Neutral 17 18.3

Agree 45 48.4


Total 93 100.0

As presented by the findings in table 4.17, when relating to their supervisor 30.1%

respondents strongly agree to correct any poor performance, 48.4% agree, 18.3% were

neutral and 3.2% disagree. The highest numbers of employees, 48.4% agree to being

influenced to correcting any poor performance. Only 18.3% of the respondents were

neutral indicating they were not sure about this factor.

4.4.1.4 Innovative and Creative

The researcher sought to find out if the employees when relating with their supervisor

were influenced to being innovative and creative in their duties.

Table 4.18: Being innovative and Creative

Strongly

disagree Disagree Neutral Agree

Strongly

agree

Being innovative and creative

in my duties

1.1% 3.2% 17.2% 50.5% 28.0%

As presented by the findings in table 4.18, 28% strongly agree, 50.5% agree, 17.2% were

neutral and the rest disagreed they felt the need to be innovative and creative in their

duties. The results show half of the respondents (50.7%) agree to being influenced to be

innovative and creative in their duties.

41

4.4.2 Employee Behavior and Outcomes.

The study also sought to establish whether the employee job performance (behavior and

outcomes) was influenced by the immediate supervisor leadership style. The dependent

variable is job performance and independent variables are; encourage staff to participate

in decision making, needs to control every activity, makes suggestions on how to solve

problems, think and say ‘We’ rather than ‘I’, believes only their ideas are best, seeks to

develop leadership in team members and clarifies his or her role within the group.

Table 4.19: Regression between employee job performance and leadership style

Model B S.E. Wald Sig.

Constant 1.063 .164 41.827 .000

Encourages staff(1) -.357 .165 4.656 .031

Needs to control every activity(1) .514 .142 13.016 .000

Makes suggestions on problem solving(1) -.856 .222 14.835 .000

Think and say we rather than I(1) .450 .202 4.956 .026

Believes only their ideas are the best(1) -.338 .156 4.728 .030

Seeks to develop leadership in team members(1) .381 .161 5.592 .018

Clarifies his or her role within the group(1) -.338 .143 5.552 .018

Table 4.19 shows the binary logistic regression model between leadership style and

employee job performance. The model was used to show how the independent variable

influences the dependent variable. The findings in table 4.20 showed that there was a

negative significant influence of encouraging staff on the job performance of the

respondent with Pvalue = 0.031, positive significant influence of think and say ‘we’

rather than ‘I’ on the job performance of the respondent with Pvalue=0.026 and a

negative significant influence of believes only their ideas are best on the job performance

of the respondent with Pvalue = 0.000

The equation of regression line is: Job Performance=1.063–(0.357ES)+(0.514NCA)-

(0.856 SPS) +(0.450TSWI)–(0.338BOI)+(0.381 SDLT)- (0.338 CHR)

(Note: ES-Encourage staff, NCA-Need to control every activity, SPS-Suggestion on

problem solving, TSWI-Think and say ‘we’ rather than ‘I’, BOI- Believe only their idea,

SDLT-Seek develop leadership in a team, CHR- Clarifies his or her role).

42

4.5 Leadership Practices in the Hospitality Industry

The third research question sought to find out what are the good leadership practices in

the hospitality industry. Respondents were asked to rate based on the likert scale 1 to 5

the leadership practices in the organization. The factors were ranked using the mean

which was obtained by assigning weight to the likert scale, strongly agree was assigned

(5) to strongly disagree (1). Those variables with a mean in a continuous likert scale 3.5

to 5.0 were considered strongly agree and agree, 2.5 to 3.4 considered neutral and 0.0 to

2.4 are considered as strongly disagree and disagree.

Table 4.20: Rating on Leadership Practices

N Min. Max Mean

Std.

Dev. Rank

Provides training and development for all

employees. 94 1.00 5.00 3.76 1.11 1

Celebrates the values and victories by creating

a spirit of community. 93 1.00 5.00 3.67 1.15 2

Recognize contributions by showing

appreciation for individual excellence 94 1.00 5.00 3.66 1.16 3

Searches for opportunities and looks outward

for innovative ways to improve 92 1.00 5.00 3.61 1.07 4

Has a clearly defined organizational structure. 93 1.00 5.00 3.61 1.15 5

Expresses its vision, mission and plans clearly

during staff meetings 92 1.00 5.00 3.59 1.24 6

Fosters collaboration by building trust and

facilitating relationships 92 1.00 5.00 3.58 1.14 7

Encourages career development 94 1.00 5.00 3.49 1.40 8

The model the way by setting the example and

align their actions with shared values 91 1.00 5.00 3.41 1.00 9

Enlist employees in a common vision by

appealing to shared aspirations 92 1.00 5.00 3.40 1.06 10

Clarify employee performance goals 93 1.00 5.00 3.35 1.06 11

Provides feedback, empowerment and coaching

to employees. 94 1.00 5.00 3.33 1.26 12

Has human resource policies and procedures in

place 94 1.00 5.00 3.29 1.41 13

Has a clear reward system for all its

employees 92 1.00 5.00 3.12 1.19 14

The research found out that some of the practices were in place to a large extent as shown

by the findings in table 4.20, the respondents agree that the organizations provides

training and development for all employees at a mean of 3.76, celebrates the values and

43

victories by creating a spirit of community at a mean of 3.67, recognize contributions by

showing appreciation for individual success a mean of 3.66.

As presented in table 4.20, the study also found that the following practices were used

moderately (mean score of 2.4 to 3.4) to explain the leadership practices in the

organization; has a clear reward system for all employees a mean of 3.12, has human

resources policies and procedures in place a mean of 3.29 and provides feedback,

empowerment and coaching to employees a mean of 3.33 and clarify employee

performance goals at a mean of 3.35.

4.5.1 Training and Development

The researcher sought to find out if the organization provided training and development

for all its employees.

Figure 4.3: Training and development

Findings in figure 4.3 shows 26.28% respondents strongly agree, 38.4% agree, 15.16%

were neutral, 11.12% disagree and 4.4% strongly disagree. The results reveal majority of

the respondents agreed the organization provided training and development to the

employees.

44

4.5.2 Recognize Contributions by Showing Appreciation

The study aimed at finding out if the organization recognized contributions by showing

appreciation for individual excellence.

Figure 4.4: Recognize contributions by showing appreciation.

Figure 4.4 below shows the results from the respondents with 26.6% strongly agree, 37.2

% agree, 16% neutral, 16% disagree and 4.3% strongly disagree. The study revealed that

the organization recognized contributions by showing appreciation for individual

excellence.

4.5.3 Defined Organizational Structure

The researcher sought to establish if the organization had a clearly defined organizational

structure. The Figure 4.5 represents the findings with 24.26% strongly agree, 30.32%

agree, 23.25% were neutral and 11.12% disagree.

Figure 4.5: Defined organizational structure

45

According to the results presented in figure 4.5, 24.26% of the respondents strongly

agreed that organization had a clearly defined organizational structure while 23.25% of

the respondents were neutral giving the impression they were not sure about this factor.

4.5.4 Searches for opportunities and looks outward for innovative ways to improve

The respondents were requested to indicate if the organization searches for opportunities

and look outward for innovative ways to improve,

Figure 4.6: Searches for opportunities and looks outward for innovative ways

to improve

The findings in Figure 4.6 show the majority of the respondents agree 36.39%, 19.21%

strongly agree, 23.25% were neutral, 10.11% disagree and 4.4% strongly disagree. While

the highest number of respondents (36.39%) agrees that the organization searches for

opportunities and looks outward for innovative ways to improve, 23.25% of the

respondents were neutral probably indicating they were not sure about this factor.

4.5.5 Clear Reward System

The study sought to determine if the organization had a clear reward system for all its

employees.

46

Figure 4.7: Clear reward system

The figure 4.7 shows the findings with 6.5% strongly agree, 21.7% agree, 26.1% neutral,

33.7% disagree and 12% strongly disagree. The study established that majority disagreed

(33.7%) to the organization having a clear reward system for all its employees with only

21.7% of the respondents agreeing. In addition, 26.1% of the respondents were neutral

indicating they were not sure or remain undecided about this factor.

4.5.5 Human Resource Policy and Procedures.

The respondents were asked if the organization had human resource policies and

procedures in place.

Figure 4.8: Human Resource Policy and Procedures

47

The findings in figure 4.8 shows, 18.1% of the respondents strongly agree, 11.7% agree,

16% neutral, 31.9% disagree and 22.3% strongly disagree. From the findings majority of

the respondents disagreed that the organization had human resource policy and procedure

in place.

4.6 Chapter Summary

This chapter provided the results and findings on influence of leadership styles on

employee job performance. The chapter was in four sections, guided by the respondents’

questionnaire. The first section covered the general information of the respondents,

second section provided results on the leadership styles prevalent in the hotel, third

section presented findings on influence of leadership style on employee job performance

and finally the fourth section provided findings on leadership practices prevalent in the

hotel. The next chapter provides the conclusion, summary, discussions, recommendations

for improvement and any future research.

48

CHAPTER 5

5.0 DISCUSSIONS, CONCLUSIONS AND RECOMMENDATIONS

5.1 Introduction

This chapter provides a summary of findings, discussions, conclusions and

recommendations. This section is guided by the research questions, and the discussions

provides comparison with the literature review

5.2 Summary

The purpose of this study was to investigate the leadership style of managers and how it

affects employee job performance. The study was carried out at the Safari Park Hotel and

was guided by the following research questions: what leadership styles are prevalent at

the Safari Park Hotel; does the leadership style of a manager affect employee job

performance; and what are the good leadership practices in the hospitality industry.

The descriptive research design was used in this study. The target population was 190

non-managerial employees of Safari Park Hotel. Data was collected in form of structured

questionnaires. Out of 144 questionnaires distributed to the employees, 95 were returned

representing a 66% response rate. To analyze the data, descriptive and statistical analysis

was used and the findings were presented through use of tables and charts. Ranking of

mean scores was used to identify the key factors. To discover the influence of leadership

styles on employee job performance, the binary logistic regression model was used.

The respondents general information was captured; gender distribution showed 54.%

male and 45.3% female respondents indicating a balance of both female and respondents

in the research. About half of the respondents, 58.9% were in the category of 1-5 years

work experience at the Safari Park Hotel with 33.7% of the respondents having 6-10

years and 7.4% had 11 years and above work experience. This indicated the respondents

have relatively good working experience.

49

Based on research question one, the study found out that the managers at the hotel

exhibited more of transformational and democratic leadership style and not autocratic nor

transactional. On ranking the supervisors leadership style, the highest mean score was

4.13, makes suggestions on how to solve problems and the lowest mean score was 2.76,

focuses more on punishment for mistakes. The study also found out that rating of

leadership style factors based on gender had no major difference therefore indicating a

common leadership style was found to be exhibited by the supervisors from both the male

and female respondents.

The study sought to find out the influence of leadership style on employee job

performance, based on research question two. The rankings of the factors showed that the

respondents were influenced by the managers; self driven to perform work with the

highest mean score of 4.21, being a team player at a mean of 4.20 as compared to the

lowest mean score, low morale for my work at a mean of 2.27 and stressed at a mean of

2.52.

Further analysis of the results showed that leadership style and behaviors had either a

positive or negative effect on the employee job performance. The binary logistic

regression model was used to determine the significance of leadership style on job

performance. Encouraging staff to participate in decision making was found to have

negative significant influence (p=0.031) on job performance while if the managers think

and say ‘we’ rather than ‘I’ had a positive significant (p=0.26) on employee job

performance. Based on the findings from the regression model, the study showed that

leadership style of the manager was critical and influenced the employee job

performance.

By looking at the good leadership practices in the hotel, the study found out that the hotel

provides training and development for all employees with the highest mean score of 3.76,

celebrates the values and victories by creating a spirit of community, mean score of 3.67

and recognize contributions by showing appreciation for individual success, mean score

of 3.66. However, it is important to note that the employees felt and rated lowly these

factors; has a clear reward system for all its employees mean score of 3.12 and has a

human resource policies and procedures in place at a mean score of 3.29. These factors

are considered among good leadership practices that motivate and enhance employee

performance.

50

5.3 Discussions

5.3.1 Leadership Styles Prevalent in the Hospitality Industry

From the findings of the study, the opinions of the respondents indicated there were a

varied leadership styles portrayed by their supervisor. The findings showed that the

prevalent leadership styles were: transformational, charismatic and democratic leadership

styles. The findings of the study were in contrary with Miller et. al., (2007) stated that in

the hospitality industry, the traditional method of dealing with hourly works has generally

been some variation of command obey-method combined with carrot-stick techniques of

reward and punishment. Based on the research findings, the autocratic leadership, servant

and transactional leadership style were not found to be the most prevalent leadership

styles in the hotel.

The leadership at Safari Park Hotel could be associated with more than one style. The

findings of the study were contrary to Fiedler’s contingency theory which according to

Nelson (2013) this theory assumes that leaders are either task oriented or relationship

oriented, depending on how the leaders obtain their primary need gratification. The study

findings supported Hersey and Blanchard approach which asserts that styles are not

mutually exclusive, in other words that a leader can be both highly task focused and

highly relationship focused (Shani, Chandler, Coget & Lau, 2009).

The majority of respondents highly ranked that the supervisors’ makes suggestions on

how to solve the problems, exhibiting a democratic leadership style as stated by Wilson

(2004) the democratic leader took the initiative where they felt it was needed in making

guiding suggestions. Controlling managers have a desire to exercise personal power over

subordinates by dominating and maintaining tight control over their activities (Laferla,

2010). The respondents ranked low the factor that the supervisors did focus more on

punishment for mistakes, believe only their ideas are best which characterizes the

autocratic leadership where the manager alone exercises decision making and authority

for determining policy, procedures for achieving goals, work tasks and relationships,

control of rewards or punishment (Mullins, 2008).

51

While the democratic leadership style was found most prevalent over the autocratic, the

margin of difference between those who agreed (28.6%) and those who disagreed

(31.9%) to the supervisors need to control every activity was found to be minimal i.e. 3.3.

Also it is worthy to note, regarding the factor on focuses more on punishment the margin

of difference between those who disagree (37.9%) and those neutral (35.8%) was also

very minimal i.e. 2.1and for the factor believes only their ideas are best a difference of 9

was found between respondents who disagree (33.3%) and respondents who are neutral

(24.7%). This is indicated that there were still elements of autocratic leadership style

found in the supervisors. According to Miller et.al. (2007) perhaps that is the way the

supervisor was raised or perhaps it is the only method the supervisor has ever seen in

action.

In relation to transactional versus the transformational leadership, the findings of the

study show the supervisor encourages thinking and creativity, inspiring employees to

strive for organizational vision. According to Williams (2011) transformational leaders

are able to make their followers feel that they are a vital part of the organization and help

them see how their jobs fit with the organization’s vision. Therefore, the study found the

supervisors exhibited the transformational leadership as compared to the transactional

leadership which occurs when a leader motivates followers purely by exchanging rewards

for performance (George & Jones, 2008) . The respondents ranked low the factor that the

supervisors recognize and awards based only on work performance.

The study revealed a lack of servant leadership style since the respondents ranked lowly

and majority of the respondents were not sure i.e. 37.2% if the supervisor puts people’s

needs, aspirations and interests above their own. According to Robert Greenleaf, in 1970,

he believes that great leaders act as servants putting the needs of others, including

employees, customers, and community, as their priority (Kreitner & Kinicki, 2010).

However, the findings show the supervisors thinks and says ‘We’ rather than ‘I’ therefore

exhibiting charismatic leadership characterized by developing a deep collective identity

among followers (Shani et. al., 2009). The charismatic leadership style was found to be

more prevalent over the servant leadership style.

52

In response to leadership style and changing employee expectations, the findings showed

a no major difference in response between the female and male respondents. This was

reflected in the ranking of the factors. The supervisors exhibited a balanced leadership

style among the genders considering perceptions and attributions are more significant and

complex in today’s diverse workplace (Kinicki, 2010). In a study of 916 CEOs, it was

found that the ability to play multiple and competing roles produced better firm

performance (Quinn, Faerman, Thompson, McGrath & St. Clair, 2010).

5.3.2 Influence of Leadership Style on the Employee Job Performance

The findings of the study showed that leadership style influenced the employee job

performance. Based on the rankings of level of performance when relating with the

immediate supervisor, the respondents ranked highly the factors; they felt self-driven to

perform their work, being a team player, willingness to work hard, correcting any poor

performance. The findings supports Williams (2011) leaders inspire their companies to

change and their followers to give extraordinary effort to accomplish organizational

goals.

On the other hand, it was noted that among the least ranked factors, the respondents felt

when relating with their supervisors, nothing is ever accomplished, not supported, very

dissatisfied with our conversations. According to Joyce (2007) by developing a positive

attitude in the team, managers get a positive attitude back and the quality of the work

improves. Despite the overall positive influence, the managers should strive to improve in

this area.

The findings indicated that respondents with 11 years above experience a high percentage

i.e. 28.6% of respondents were not sure if they were self –driven to perform work when

relating with their supervisor. According to Brooks (2009) it is hard to measure attitudes

and that it is difficult to establish simple links between attitude and behavior and job

performance, it is an area of great concern to managers.

53

In addition, the results based on number of years worked versus the employee self drive

to perform work showed consideration of Maslow proposal of universal human needs

representing the order in which these needs become motivators of human behavior (Miller

et. al., 2007) is critical. Hence it is important for the leadership to consistently monitor

the behaviors, needs of employees and adopt appropriate leadership style at the various

stages in their work experience.

The study showed that the majority of respondents have a desire to be innovative and

creative when relating with the supervisor. The findings support transformational

leadership behavior and influence on the employee. Colquitt, LePine and Wesson (2010)

stated that what gets transformed is the way followers view their work, causing them to

focus on the collective good more than just their own short term self-interests and to

perform beyond expectations as a result.

The study revealed that the leadership behavior and style of a supervisor had either a

positive or negative influence on the job performance. According to Daft (2008) the

findings about autocratic and democratic leadership in the Original University of Iowa

Studies indicated that leadership behavior had a definite effect on outcomes such as

followers’ performance and satisfaction. From the results as presented by the regression

model it was evident there existed either a negative or positive significant influence of

leadership style on the employee job performance.

The findings indicate that when the supervisor encourages staff to participate in decision

making, makes suggestion to solve problems, believes only their ideas are best, clarifies

his or her own role within the group it had a negative significant influence on the job

performance of the respondent, it reduced the job performance of employees.

It is worth to note that encouraging staff to participate in decision making had a negative

influence. This was in contrary with advocates of participative of management claim that

participation increases employee satisfaction, commitment and performance (Kreitner &

Kinicki, 2010). Research has found that employee participation in decisions may not

always increase effectiveness (Nickels, McHugh, J. & McHugh, S. 2010).

54

The manager clarifying his or her own role within the group had a negative influence on

the employee job performance. According to Quinn et. al.,( 2010) determining which

approach to use is based on problem attributes such as the required quality of the

decision, the necessity of group acceptance and commitment to the decision, and the time

available to make the decision. Hence, for positive influence, it is important for the

leadership to consider the approaches and leadership style used in encouraging the staff to

participate in decision making and clarifying his or her own role within the group.

When managers believe only their ideas are best, it reduced employee job performance.

According to Maxwell (2005) because there are so many demands on leaders in the

middle of an organization, they can’t afford to be rigid, they need to be able to turn on a

dime or change hats at a moment’s notice.

The need to control every activity is considered autocratic. Results from the study showed

that it had an increase on employee job performance. When this style of leadership is

used, employees become dependent on supervisors for instructions (Miller et. al. 2007).

According to Lussier (2009), directive leadership is appropriate when subordinates want

authoritarian leadership, have an external focus of control, and have low ability (Lussier,

2009). The results were found agreeable with Daft (2008) statement that ‘the style works

well in the fast food restaurant business where turnover is typically high and many

employees are young and low skilled’.

The study revealed that thinking and saying ‘We’ rather than ‘I’, seeking to develop

leadership on team members are desirable in increasing employee performance. This

findings show support for Joyce (2007) inspirational managers put faith in building strong

relationships, because they know we all work hard for those we care about. Employees

with transformational leaders tend to have higher levels of task performance (Colquitt et.

al.,2010). According to Daft (2008) charismatic leaders can raise people’s consciousness

about new possibilities and motivate them to transcend their own interests for the sake of

the team, department, or organization. This charismatic characteristic i.e. thinking and

saying ‘We’ than ‘I’ was found to have a positive significant influence on employee job

performance.

55

5.3.3 Leadership Practices in the Hospitality Industry

The study established that Safari Park Hotel had good leadership practices. Most

respondents agreed that the hotel provided training and development for all employees.

According to Nyambegera (2008) organizations should view training and development as

a strategic investment. Based on the rankings, the study found out that training and

development of employees was a practice that is valued by the organization.

The respondents indicated that the organization celebrates the values and victories by

creating a spirit of community, recognize contributions by showing appreciation for

individual excellence, searches for opportunities and looks for innovative ways to

improve. These are good leadership practice, Joyce (2007) states that it is a fundamental

need of human beings to feel appreciated and cherished.

While the leadership has a clearly defined organizational structure was among the highly

ranked, it is also noted that the margin between strongly agree (25.8%) and neutral

(24.7%) was minimal i.e. 1.1%. According to Nickels et. al., (2010) leadership is creating

a vision for others to follow, establish corporate values and ethics and transforming the

way the organization does business in order to improve its effectiveness and efficiency.

The study found that Safari Park Hotel did not have a clear reward system. According to

Vroom’s expectancy theory, people will be motivated to do things to reach a goal if they

believe in the worth of that goal and if they can see what they do will help in achieving it

(Koontz & Weihrich, 2010). A clear reward system was the least ranked and this

indicated it had potential influence on employee job performance. According to

Nyambegera (2008) pay is the first, and sometimes the only reward that most people

think about.

The respondents disagreed that the hotel had human resources policy and procedures in

place. The findings supported Lussier (2009) research demonstrates that most

organizations do not employ state of the art human resource management practices.

56

The study also showed that the organization needs to improve in clarifying employee

performance goals, since this was among the low ranked factors. According to Armstrong

and Baron (2006) performance management is communication; a manager and employee

arrive together at an understanding of what work is to be accomplished, how it will be

accomplished and how work is progressing toward desire results.

The findings of the study show that the respondents ranked low the factor that the

organization provides feedback, empowerment and coaching to employees. According to

Vecchio (2006), employee empowerment refers to a set of motivational techniques that

are designed to improve employee performance through increased levels of employee

participation and self determination. Good supervisors are outgoing, among their people

every day observing, coaching, evaluating ‘Hey, that’s a great job (Miller et. al., 2007).

5.4 Conclusions

The purpose of this study was to investigate leadership style of managers and how it

affects the employee job performance. Based on the discussions, the following

conclusions were derived from the study.

5.4.1 What leadership styles are prevalent at the Safari Park Hotel

The transformational, charismatic and democratic leadership styles were most prevalent

at the Safari Park Hotel. The supervisors do not lean towards transactional and servant

leadership styles. The supervisors engaged in encouraging the staff through participative

decision making and were inspiring. However, as much as autocratic leadership style was

not very prevalent, an element of this leadership style was found also used by the

managers i.e. need to control every activity and focuses more on punishment. The

leadership approach was situational with supervisors having both a task and relationship

behaviors as opposed to exhibiting only one particular set of behavior.

57

The respondents’ expectations as ranked by both genders showed a common view on the

leadership styles exhibited by the supervisors. Despite expectations of differences of men

and women, the ratings of the supervisor indicated a balance in the leadership styles from

the supervisors. Both the female and male respondents agreed that the most prevalent

leadership styles were transformational and democratic as opposed to autocratic.

5.4.2 Leadership style of a manager influence on employee job performance.

The leadership style of manager was found to have either a positive or negative

significant influence on the employee job performance. The managers had a positive

influence on the employees and they were self driven to perform, being a team player and

willingness to work hard. However, it was found the managers need to ensure the

employees feel supported and satisfied with conversations.

Employees with 11 years and above work experience had a high number of respondents

not sure if they were self driven to perform work. This indicated that those who have

worked for many years tend to be influenced by the leaders and the impact of leadership

style on these employees should be monitored and evaluated consistently.

A charismatic and transformational leadership style i.e. the manager seeks to develop

leadership in team members and says ‘We’ rather than ‘I’ has a positive significant

influence on job performance as opposed to an autocratic leadership style i.e. the

supervisor believes only their ideas are best whereby there is a negative significant

influence on the job performance .

While encouraging staff to participate in decision making, make suggestions of problem

solving and clarifies his or her role within the group are considered positive, they had a

negative significant influence on the employee job performance. The manager’s approach

is critical in determining the level of employee job performance. The need to control

every activity was found to have positive significant influence on employee job

performance in situations where employees need close supervision on their jobs and are

dependent on the supervisor.

58

5.4.3 Good leadership practices in the hospitality industry.

Good leadership practices are critical in the functioning of an organization to ensure

effectiveness and efficiency. Generally the hotel was found to have good leadership

practices in place such as; training and development for all employees, celebrate the

values and victories, recognize contributions by showing appreciation for individual

excellence and has a clearly defined organizational structure. These are good practices

that are considered to be motivational and enhance employee job performance.

Regarding practices that enhance employee motivation and performance management, the

study showed that the hotel was under performing in certain leadership practices such as

having a clear reward system, clarifying employee performance goals, ensuring human

resource policies and procedures are in place, providing feedback, empowerment and

coaching to employees. These are considered as challenges which could have an

influence on the employee job performance

5.5 Recommendation

5.5.1 Recommendations for improvement

5.5.1.1 What leadership styles are prevalent at the Safari Park Hotel

The study showed that the situational leadership approach is being used and this should

be encouraged to ensure an overall balance in the leadership styles. One exclusive

leadership style should not be used by the managers but this should be based on the

circumstances and nature of work. However, the supervisors should adopt servant

leadership and minimize on any autocratic leadership such as focusing more on

punishment which is bound to have in the long run negative influence on employee job

performance.

59

5.5.1.2 Leadership style of a manager influence on employee job performance.

Supervisors should evaluate their leadership style approaches especially when

encouraging the staff in participating in the decision making. While this is a positive

attribute, it had a negative influence. Training on communication skills will equip and

enable the managers to execute their leadership appropriately thus a positive influence on

the employee job performance.

The leadership style should be varied based on the number of years an employee has

worked in the organization. This will ensure a positive influence and ensure a self drive to

perform the job. The managers should monitor the attitude, behavior of employees and

engage them appropriately so as not to lose the self drive to perform their jobs.

5.5.1.3 Good leadership practices in the hospitality industry.

There is need for the management to implement a clear reward system and clarify

employee performance goals. This can be engaged through an internal or external human

resource practitioner. Transparency of a reward system will ensure all employees have a

common goal. Much emphasis must be placed on availability of human resources policy

and procedures. This should be well documented and available for reference by the

employees. The above issues should be clearly communicated during the orientation of

employees and any other training sessions.

5.5.2 Recommendation for Further Research

The study focused on the general leadership style of the managers, supervisors and further

studies should be carried out on how gender relates to leadership. The study could

investigate the difference in the leadership styles of men and women, and its influence on

employee job performance especially in the hospitality industry.

60

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APPENDICES

APPENDIX A: QUESTIONNAIRE

Dear Respondent,

Attached is a questionnaire that seeks your opinion on leadership style of your immediate

manager or supervisor and its influence on your job performance. The information will

assist in completion of my research project at the USIU-A. The information gathered will

be treated with strict confidentiality. Thank you in advance for filling out this

questionnaire with honesty and as best as you can.

1. DEMOGRAPHIC QUESTIONS

Please provide the following information:

1) Gender Male Female

2. Number of years worked at Safari Park Hotel

Less than 1 year 1-5 years 6-10 years 11 years and above

2. LEADERSHIP STYLE

This section describes aspects of leadership behaviour and styles. For each item, tick the

box that best represents the behavior that your immediate supervisor is most likely to

exhibit. My immediate supervisor . . .

Strongly

agree

Agree Neutral Disagree Strongly

disagree

Encourages us (staff) to participate in

decision making

Focuses more on punishment for mistakes

Focuses on clarifying employees’ roles

and task requirements.

Monitors progress towards goal

achievement only.

Needs to control every activity

Makes suggestions on how to solve

problems.

Thinks and says ‘We’ rather than ‘I’

68

Will sacrifice for the good of the team

Shows regard for subordinates as

individuals

Believes only their ideas are the best

Serves others rather than be served.


members

Clarifies his or her own role within the

group.


interests above their own

Recognizes and awards based only on

work performance

Shows flexibility in making decisions.


development.

Delegates authority

Criticizes in a constructive way

Relies and creates trust with the

subordinates.

Encourages thinking and creativity

Inspiring employees to strive for org.

vision

3. JOB PERFORMANCE

This section examines the level of job performance

Please indicate your response by ticking the box that best describes how you feel about

the statement. When relating with my immediate supervisor, I feel . . .

Strongly

agree


disagree

Liking the work am doing

Developing my skills

Correcting any poor

performance

Being innovative and

creative in my duties

69

Am very clear on my

responsibilities

Nothing is ever

accomplished.

Stressed

Excelling in my work

Energized and want to be

involved at work

Have meaning and purpose

for work

Supported

Very dissatisfied with our

conversations.

Willingness to work hard

Being a team player

Self-driven to perform my

work

Low morale for my work

4. LEADERSHIP PRACTICES

This section assess the leadership practices

Please indicate your response by ticking the box that best describes and represents the

activities in your organization

Strongly

agree


disagree

Recognize contributions by

showing appreciation for

individual excellence

Celebrates the values and

victories by creating a spirit of

community.

Fosters collaboration by

building trust and facilitating

relationships

70

Searches for opportunities and

looks outward for innovative

ways to improve

Enlist employees in a common

vision by appealing to shared

aspirations

The model the way by setting

the example and align their

actions with shared values

Clarify employee performance

goals

Has a clear reward system for all

its employees

Provides training and

development for all employees.

Expresses its vision, mission and

plans clearly during staff meetings

Has human resource policies and

procedures in place

Has a clearly defined

organizational structure.

Provides feedback, empowerment

and coaching to employees.

Encourages career development

.

71

APPENDIX B: IMPLEMENTATION BUDGET

Budget items/ activities Cost (kshs) Total cost (kshs)

Proposal development

Typing and printing 1200

Photocopying 800

Binding 700 2700

Data Collection & analysis

Typing and printing 1500

Telephone 3000

Email 500 7000

Completion

Printing and Binding final

copies

5000 5000

APPENDIX C: IMPLEMENTATION SCHEDULE

NOV

13

DEC

13

JAN14 FEB 14 MAR

14

APR

14

MAY

14

A Proposal

development

B Submit draft

proposal

C Submit final

proposal

D Allocation of

supervisor

E Data

collection

and analysis

F Submit draft

project report

G Submit final

project report

the influence of leadership style on employees' job

Documents