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Title: The influence of full range leadership styles upon the in-role and extra-role behaviours of UK hotel reception staff
Authors: Farrell, Andrew M.
Keywords: Transformational leadership
Transactional leadership
Organisational citizenship behaviours
Customer-oriented boundary-spanning behaviours
Structural equation modelling
Issue Date: 2008
Publisher: © Andrew M. Farrell
Abstract: Provision of high quality services to customers is recognised as a successful differentiation strategy for organisations. In order to deliver high-quality service to customers, employees of the organisation are required to perform certain behaviours at or above acceptable standards. Particularly relevant to service employees are a range of behaviours known as Customer-Oriented Boundary-Spanning Behaviours (COBSBs). The adoption of Full Range Leadership styles by managers is recognised as a way to promote employees' adoption of relevant service behaviours. Full Range Leadership consists of transformational and transactional behaviours (as well as a nonleadership, passive component), aimed at either developing employees or agreeing upon contractual arrangements with them in order to enhance levels of service delivery. However, studies linking Full Range Leadership styles to COBSBs are currently unreported in the literature. This thesis formulates and tests a conceptual model linking Full Range Leadership to COBSBs, underpinned by Social Exchange Theory and the Theory of Reasoned Action. Relevant literature is reviewed in order to develop hypotheses which delineate the conceptualisation. The conceptual model is then tested upon a sample of 174 UK hotel reception staff, utilising data collected via self-report postal questionnaires and the application of structural equation modelling techniques. Results indicate that while transformational and transactional leadership have direct, negative influences upon certain types of employee behaviour, they also have indirect, positive influences mediated by role ambiguity, role conflict, job satisfaction, organisational commitment, and employee motivation. Passive (or non-) leadership is found to have negative influences upon employee behaviours. Finally, the structural model presented is able to explain between 80.4% and 94.4% of the variance in the three forms of Customer-Oriented Boundary-Spanning Behaviour studied. Overall, the results highlight that: (a) transformational leadership is an important driver of employees' in-role and extra-role behaviours; (b) transactional leadership represents a relatively good leadership style to adopt if trying to drive employees' in-role and extrarole behaviours; (c) passive leadership is best avoided in the context of UK hotels; and (d) the Theory of Reasoned Action appears more relevant than Social Exchange when conducting research into drivers of employee behaviours.
Description: A Doctoral Thesis. Submitted in partial fulfillment of the requirements for the award of Doctor of Philosophy of Loughborough University. If you are the author of this thesis and would like to make it openly available in the Institutional Repository please contact: repository@lboro.ac.uk
Version: Closed access
URI: https://dspace.lboro.ac.uk/2134/8088
Appears in Collections:Closed Access PhD Theses (Business School)

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