Transformational Leadership and Employee Motivation in the Hospitality

The title of the proposed study is: Impact of transformational leadership on employee motivation in the hospitality sector.

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Background of the study

In the last few years, transformational and charismatic leadership has been recognized as a critical aspect of leadership that is highly correlated with the employee and organizational performance (Ahmad, Abbas, Latif, & Rasheed, 2014). Transformational leadership approach encompasses a relationship where the leaders and the followers roles are unified so as to achieve a collective purpose (Barker, 1992). This leadership approach has four dimensions; Individualized Consideration, Intellectual Stimulation, Idealized Influence, and Inspirational Motivation.

Motivation is an urge or a driving force that exist in an individual to achieve a specified goal. It arises when there is absence of something desirable for the individual (Mukherjee, n.d.). Employee motivation plays an important role in employee performance and organizational productivity. Studies have shown that this leadership approach increases employees motivation and job satisfaction (Paludi & Coates, 2011). Transformational leaders motivate employees to self-actualize. Therefore, the primary motive of the employees is to attain self-actualization needs (Salvendy, 2001). They also motivate workers because of their emphasis on extra effort. Transformational leaders increase employee effort by promoting the intrinsic value of their efforts through their self-concept.

The purpose of the proposed study is to investigate the relationship between transformational leadership and employee motivation in the hospitality sector. The proposed study will be guided by the following research question: Is there a relationship between transformational leadership and employee motivation in hospitality sector? The proposed hypothesis is: Transformational leadership and employee motivation are associated with each other.

Methodology

The research design will be descriptive and correlational. The population of the study will consist of all hospitality employees in the County. The subjects for the study will be selected from this population using simple random sampling technique. A total of 100 participants will be picked using this method. The main reason for choosing this sampling method is that it gives all elements of a population equal chances of being picked as a sample for the study.

Participants data on transformational leadership and motivation will be collected by use of self-reported measures. More specifically, the instrument that which will be used to gather data on transformational leadership is Multifactor leadership questionnaire (MLQ). MLQ evaluates both transactional and transformational leadership. However, in the proposed study, only the transformational section will be used. The section has a total of 20 questions. The section has been found to have a high reliability. Its reliability has been found to be in the range of 0.81 and 0.94 (Bass & Avolio, 1997). On the other hand, employee motivation will be assessed using employee motivation instrument that will be developed. In the proposed study, transformational leadership is the independent variable while employee motivation is the dependent variable.

Plan for analysis

The collected data will be analyzed by use of descriptive and inferential statistical procedures. In the descriptive statistical procedure, means and standard deviations of the variables will be reported. In inferential statistics, correlation procedures will be conducted to investigate the relationship between the two variables of interest. More specifically, the relationship between variables will be investigated using Pearsons correlation procedures in SPSS 20.

Dissemination outlets

I plan to publish and disseminate my research findings through peer-reviewed journals databases e.g. EBSCOhost databases and Wiley Online Library.

Preliminary Bibliography

Ahmad, F., Abbas, T., Latif, S., & Rasheed, A. (2014). Impact of Transformational Leadership on Employee Motivation in Telecommunication Sector. Journal of Management, 2(2), 11-25.

Barker, A. M. (1992). Transformational Nursing Leadership: A Vision for the Future. Jones & Bartlett Learning.

Bass, B. M., & Avolio, B. J. (1997). Full range leadership development: Manual for the Multifactor Leadership Questionnaire (pp. 43-44). Palo Alto, CA: Mind Garden.

Mukherjee. (n.d.). Prin of Mgmt & Ob, 2E. Tata McGraw-Hill Education.

Paludi, M. A., & Coates, B. E. (2011). Women as Transformational Leaders: From Grassroots to Global Interests. ABC-CLIO.

Salvendy, G. (2001). Handbook of Industrial Engineering: Technology and Operations Management. John Wiley & Sons.

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