Dual-Level Paternalistic Leadership in Hospitality: Impact on Employee Outcomes

Exploring the Impact of Dual-Level Paternalistic Leadership on Employee Outcomes in the Hospitality Industry

1. Introduction

1.1 Background The hospitality industry is characterized by unique challenges, including high turnover rates and the need for effective leadership strategies to ensure employee satisfaction and performance. Paternalistic leadership, a style combining authoritative, benevolent, and paternalistic behaviors, has gained attention for its potential to address these challenges. However, limited research has focused on the specific dynamics of dual-level paternalistic leadership in the hospitality context.

1.2 Research Problem This proposed study aims to investigate the impact of dual-level paternalistic leadership on employee outcomes, such as job satisfaction, organizational commitment, and turnover intention, in the hospitality industry. Dual-level paternalistic leadership refers to the simultaneous presence of both organizational-level paternalistic leadership and immediate supervisor-level paternalistic leadership within the same work environment.

1.3 Research Questions The following research questions will guide this study:

1. How does dual-level paternalistic leadership influence employee job satisfaction in the hospitality industry?
2. How does dual-level paternalistic leadership affect employee organizational commitment in the hospitality industry?
3. How does dual-level paternalistic leadership impact employee turnover intention in the hospitality industry?

2. Literature Review

2.1 Paternalistic Leadership This section will review the existing literature on paternalistic leadership, including its various dimensions (authoritative, benevolent, and paternalistic behaviors). It will explore the theoretical foundations and empirical evidence supporting the positive effects of paternalistic leadership on employee outcomes.

2.2 Dual-Level Paternalistic Leadership This section will highlight the scarcity of research on dual-level paternalistic leadership and discuss its potential impact on employee outcomes. It will explore the potential synergistic effects of both organizational-level and immediate supervisor-level paternalistic leadership on employee job satisfaction, organizational commitment, and turnover intention.

3. Research Methodology

3.1 Research Design A mixed-methods research design will be employed to gain a comprehensive understanding of dual-level paternalistic leadership in the hospitality industry. This design will involve both quantitative surveys and qualitative interviews to capture a range of perspectives.

3.2 Sample and Data Collection The study will target a sample of frontline employees and supervisors from various hospitality organizations. A questionnaire survey will be administered to collect quantitative data, while semi-structured interviews will be conducted to gather qualitative insights. Data will be analyzed using appropriate statistical techniques and thematic analysis.

4. Expected Contributions

4.1 Theoretical Contributions This study will contribute to the existing literature by expanding the understanding of paternalistic leadership and its impact on employee outcomes in the hospitality industry. It will specifically focus on the unique dynamics of dual-level paternalistic leadership, further advancing the theoretical foundations of leadership in this industry.

4.2 Practical Implications The findings of this study will provide hospitality industry leaders and managers with valuable insights into the potential benefits of dual-level paternalistic leadership. Understanding the impact on employee job satisfaction, organizational commitment, and turnover intention will enable organizations to design more effective leadership development programs and improve employee retention.

5. Conclusion

This proposed study aims to bridge the research gap and investigate the impact of dual-level paternalistic leadership on employee outcomes in the hospitality industry. By exploring the influence on job satisfaction, organizational commitment, and turnover intention, this research will contribute to both theoretical knowledge and practical implications for hospitality organizations. Ultimately, it is expected that this study will enhance leadership practices in the industry, leading to improved employee well-being and organizational performance.