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Transformational Leadership in the Hospitality Industry
Articles and Chapters
  • J. Bruce Tracey, Cornell University School of Hotel Administration
  • Timothy R. Hinkin, Cornell University School of Hotel Administration
Publication Date
8-1-1994
Abstract

In recent years, the hospitality industry has undergone major changes both within the industry and in its operating environment. Researchers have posited that in an environment of change, as described above, a visionary, or leadership style, would be most appropriate. The study, reported here, compared the use of transformational leadership style with the more traditional transactional style, and examined the effects of transformational leadership on individual and organizational outcomes in a hotel management organization. Results suggest that transformational leadership both impacts perceptions of leadership effectiveness and subordinate satisfaction, and clarifies the direction and mission of the organization.

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Required Publisher Statement
© SAGE. Final version published as: Tracey, J. B., & Hinkin, T. R. (1994). Transformational leadership in the hospitality industry. Journal of Hospitality & Tourism Research, 18(1), 49-63. doi: 10.1177/109634809401800105
Reprinted with permission. All rights reserved.

Citation Information

Tracey, J. B., & Hinkin, T. R. (1994). Transformational leadership in the hospitality industry [Electronic version]. Retrieved [insert date], from Cornell University, School of Hotel Administration site: http://scholarship.sha.cornell.edu/articles/857