Managers' leadership, compensation and benefits, and departments’ performance: Evidence from upscale hotels in Australia [Summary]

dc.contributor.author	Honerkamp, Yasine	en
dc.date.accessioned	2020-02-25T04:01:00Z	en
dc.date.available	2020-02-25T04:01:00Z	en
dc.date.issued	2020-02-24	en
dc.description.abstract	As hotels strive to improve their management practices, managers' leadership style has been recognized for its influence on hotel departments' performance. Focusing on the practice of transformational and transactional leadership, this study investigates the role of compensation and benefits in the relationship between leadership style and hotel performance at the department level. Results of a self-administrated questionnaire survey of hotel department managers (food and beverage, and rooms) of four and five star hotels in Australia suggest that managers' perceived compensation and benefits mediated the effect of both transformational and transactional leadership on department financial, non-financial, and sustainable performance. This study's findings help clarify the mechanisms underlying how leadership works to improve performance and highlight the importance of well-designed compensation and benefits systems in hotels.	en
dc.identifier.uri	http://hdl.handle.net/10919/97027	en
dc.language.iso	en	en
dc.rights	Creative Commons Attribution 4.0 International	en
dc.rights.uri	http://creativecommons.org/licenses/by/4.0/	en
dc.title	Managers' leadership, compensation and benefits, and departments’ performance: Evidence from upscale hotels in Australia [Summary]	en
dc.type	Summary	en

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