Browse > Article

National Culture and Leadership Style on Restaurant Employees' Affective Commitment  

Kim, Yong Joong (Dept. of Hotel & Tourism Management, Kyungsung University)
Publication Information
Culinary science and hospitality research / v.20, no.5, 2014 , pp. 101-105 More about this Journal
Abstract
The topics of leadership and culture have attracted substantial interest from both academics and practitioners. This study examines the effects of leadership styles and national culture on affective commitment in samples of the restaurant employees in US. In detail, this study examines how employees evaluate their leaders with different national cultures and the ways in which cultural similarity influences employees' affective commitment. The findings suggest that participative leadership style and supportive leadership style have effects on affective commitment but instrumental leadership style does not. In addition, the findings show that employees evaluate differently leaderships of their leaders with different national culture. Finally, in order to increase the employees' affective commitment, it is recommended for managers to employ supportive leadership style toward employees of different national cultures. Participative leadership style is more effective when a manager is familiar with his or her employees' national culture.
Keywords
Leadership Style; National Culture; Restaurant Industry;
Citations & Related Records
연도 인용수 순위
  • Reference
1 Ahmed, I., & Parasuraman, A. (1994). Environmental and positional antecedents of management commitment to service quality: A conceptual framework. In T. A. Swartz, D. A. Bowen, & S. W. Brown, Advances in Services Marketing and Management (pp. 69-93). Greenwich, CT: JAI.
2 Angle, H. (1981). An empirical assessment of organisational commitment and organisational effectiveness. Administrative Science Quarterly, 26(1)., 1-14.   DOI   ScienceOn
3 Clark, R. A., Hartline, M. D., & Jones, K. C. (2009). The effects of leadership style on hotel employees' commitment to service quality. Cornell Hospitality Quarterly, 50(2), 209-231.   DOI
4 Engle, E. M., & Lord, R. G. (1997). Implicit theories, self-schemas, and and leader-member exchange. Academy of Management Journal, 40: 988-1010.   DOI   ScienceOn
5 Fiedler, F. E. (1996). Research on leadership selection and training: one view of the future. Administrative Science Quarterly, 41: 241-250.   DOI
6 Gill, A. S., & Mathur, N. (2007). Improving employee dedication and pro-social behavior. International Journal of Contemporary Hospitality Management, 19(4) : 328-334.   DOI
7 Gillet, S. R., & Morda, R. (2003). Effective leadership in tourism and hospitality organizations in the 21st century. In S. Kusluvan, Managing Employee Attitudes and Behaviors in the Tourism and Hospitality Industry (pp. 599-630). New York: Nova Science Publishers.
8 Hofstede, G. (1991). Culture and Organizations: Software of the Mind. New York: McGraw-Hill.
9 Leveson. L., Joiner, T. A., & Bakalis, S. (2009). Managing cultural diversity and perceived organizational support: Evidence from Australia. International Journal of Manpower, 30(4) : 377-392.   DOI
10 Lok, P., & Crawford, J. (2004). The effect of organizational culture and leadership stlye on job satisfaction and organizational commitment: A cross-national comparison. Journal of Management Development, 23(4) : 321-338.   DOI   ScienceOn
11 Meyer, J., & Allen, N. (1991). A three-component conceptualization of organizational commitment. Human Resource Management Review, 1: 61-89.   DOI   ScienceOn
12 Mowday, R. T., & Porter, L. W., & Steers, R. M. (1982). Employee-Organization Linkages: The Psychology of Commitment, Absenteeism and Turnover. New York, NY: Academic Press.
13 Mowday, R., Steers, R., & Porter, L. (1979). The measurement of organizational commitment. Journal of Vacational Behaviour, 14: 224-227.   DOI
14 Mwaura, G., Sutton, J., & Roberts, D. (1998). Corporate and national culture-an irreconcilable dilemma for the hospitality manager? International Journal of Contemporary Hospitality Management, 10: 212-220.   DOI
15 Newman, K. L., & Nollen, S. D. (1996). Culture and congruence: the fit between managment practices and national culture. Journal of International Business, 27(4) : 753-779.   DOI
16 Ogbonna, E., & Harris, L. C. (2000). Leadership style, organizational culture and performance: empirical evidence from UK companies. International Journal of Human Resource Management, 11(4) : 766-788.   DOI   ScienceOn
17 Pizam, A., Pine, R., Mok, C., & Shin, J. Y. (1997). Nationality vs. industry cultures: which has a greater effect on managerial behaviors? International Journal of Hospitality Management, 16: 127-145.   DOI   ScienceOn
18 Rhoades, L., Eisenberger, R., & Armeli, S. (2001). Affective commitment to the organization: The contribution of perceived organizational support. Journal of Applied Psychology, 86(5) : 825-836.   DOI   ScienceOn
19 Riketta, M. (2002). Attitudinal organizational commitment and job performance: a meta-analyis. Journal of Organizational Behavior, 23: 257-266.   DOI   ScienceOn
20 Shaw, J. B. (1990). A cognitive categorization model for the study of intercultural management. Academy of Management Review, 15(4) : 626-645.
21 Testa, M. R. (2007). A deeper look at national culture and leadership in the hospitality. International Journal of Hospitality Management, 26: 468-484.   DOI
22 Testa, M. R. (2002). Leadership dyads in the cruise industry: the impact of cultural congruency. International Journal of Hospitality Management, 21: 425-441.   DOI
23 Weaver, P., Wilborn, L., McCleary, K., & Lekagul, A. (2007). Diversity training management initiatives in the lodging industry: an exploratory analysis of underlying dimensions. Journal of Hospitality & Tourism Research, 27(2) : 237-253.
24 Testa, M. R. (2009). National culture, leadership and citizenship: Implications for cross-cultural management. International Journal of Hospitality Management, 28: 78-85.   DOI
25 Walumbwa, F. O., & Lawler, J. J. (2003). Building effective organizations: transformational leadership, collectivist orientation, work-related attitudes, and withdrawal behaviors in three emerging economies. International Journal of Human Resource Management, 14: 1083-1101.   DOI