The value of leadership in small enterprises from their employees’ perspective
DOI:
https://doi.org/10.14267/VEZTUD.2023.05.04Keywords:
employees' perspective, leadership, organizational behavior, small businessAbstract
Leadership is a well-studied subject, yet the rich intricacy of relationships between leaders, followers, and their situations continually intrigues researchers. This research aims to fill a need in the literature by using a qualitative approach to identifying the ideal attributes for small independent restaurant owners to develop into successful leaders by soliciting input from the restaurant’s employees. To better understand the importance of leadership in small enterprises, this research used a qualitative methodology to inquire into present leaders’ thoughts and experiences. Qualitative data was collected via interviews with a small Indian restaurant and its two branches with twelve employees. The interviews were conducted in two separate focus groups. The goal of this case study is to get an understanding of the participants’ experiences through their own words. The findings of this paper revealed several relevant qualities of small business leadership, especially restaurants, such as respect, compassion, effective communication, experience, and good organization.
Downloads
References
Acheampong, T. Y. & Osaerame Ogbebor, P. (2021). COVID- 19 and the food industry in Hungary. International Journal of Contemporary Business and Entrepreneurship, 2(1), 1-13. https://hrcak.srce.hr/file/392229
Avolio, B. J., Sosik, J. J., Jung, D. I., & Berson, Y. (2003). Leadership models, methods, and applications. In Handbook of Psychology (pp.367-389). Chichester, UK: John Wiley & Sons. https://www.booksfree.org/wp-content/uploads/2022/04/Handbook-of-Psychology-Volume-12-by-Irving-B-Weiner-booksfree.org_.pdf#page=387
Bass, B. M. (1999). Two decades of research and development in transformational leadership. European Journal of Work and Organizational Psychology, 8(1), 9–32. https://doi.org/10.1080/135943299398410
Bono, J. E. & Judge, T. A. (2004). Personality and transformational and transactional leadership: a meta-analysis. Journal of Applied Psychology, 89(5), 901–910. https://doi.org/10.1037/0021-9010.89.5.901.
Breevaart, K., Bakker, A., Hetland, J., Demerouti, E., Olsen, O.K., & Espevik, R. (2014). Daily transactional and transformational leadership and daily employee engagement. Journal of Occupational and Organizational Psychology, 87(1), 138–157. https://doi.org/10.1111/joop.12041
Brownell, J. (2010). Leadership in the service of hospitality. Cornell Hospitality Quarterly, 51(3), 363-378. https://doi.org/10.1177/1938965510368651
Cheng, L., Guo, H. & Lin, H. (2020). The influence of leadership behavior on miners’ work safety behavior. Safety Science, 132, 104986. https://doi.org/10.1016/j.ssci.2020.104986
Cichy, R. F., Sciarini, M. P., & Patton, M. E. (1992). Food-service leadership: could Atilla run a restaurant? The Cornell Hotel & Restaurant Administration Quarterly, 33(February), 46-55.
Copeland, M. K. (2014). The emerging significance of values based leadership: a literature review. International Journal of Leadership Studies, 8(2), 105-135. https://fisherpub.sjf.edu/cgi/viewcontent.cgi?article=1004&-context=business_facpub
Costello, J. Clarke, C., Gravely, G., D’Agostino-Rose, D., & Puopolo, R. (2011). Working together to build a respectful workplace: Transforming OR culture. AORN Journal, 93(1), 115-126. https://doi.org/10.1016/j.aorn.2010.05.030
Cubukcu, F. (2014). Values education through literature in English classes. Procedia - Social and Behavioral Sciences, 116, 265-269. https://doi.org/10.1016/j.sbspro.2014.01.206
Dawson, R. (2000). Knowledge capabilities as the focus of organisational development and strategy. Journal of Knowledge Management, 4(4), 320-327. https://doi.org/10.1108/13673270010379876
Detert, J. R. & Burris, E. R. (2007). Leadership behavior and employee voice: Is the door really open? Academy of Management Journal, 50(4), 869-884. https://doi.org/10.5465/AMJ.2007.26279183
Hinkin, T. R. & Tracey, J. B. (1994). Transformational leadership in the hospitality industry. Journal of Hospitality & Tourism Research, 18(1), 49–63. https://doi.org/10.1177/109634809401800105
IBIS World (2021). https://www.ibisworld.com/hungary/industry-statistics/restaurants-takeaway-food-operators/3420/
James, P. S. (2014). Aligning and propagating organizational values. Procedia Economics and Finance, 11, 95-109. https://doi.org/10.1016/s2212-5671(14)00180-4
Jayasekara, R. S. (2012). Focus groups in nursing research: Methodological perspectives. Nursing Outlook, 60(6), 411–416. https://doi.org/10.1016/j.outlook.2012.02.001
Katz, J. (1983). A theory of qualitative methodology. In R. M. Emerson (Ed.), Contemporary field research: A collection of readings (pp. 127−148). Prospect Heights, Ill.: Waveland.
Keskes, I. (2014). Relationship between leadership styles and dimensions of employee organizational commitment: A critical review and discussion of future directions. Intangible Capital, 10(1), 26-51. https://doi.org/10.3926/ic.476
Khuwaja, U., Kaleem, A., Ghulam, A., & Ahmad, A. (2020). Leadership and employee attitudes: The mediating role of perception of organizational politics. Cogent Business and Management, 7(1). https://doi.org/10.1080/23311975.2020.1720066
Kingry, M. J., Tiedje, L. B., & Friedman, L. L. (1990). Focus groups: A research technique for nursing. Nursing Research, 39(2), 124-125. https://doi.org/10.1097/00006199-199003000-00020
Kusluvan, S., Kusluvan, Z., Ilhan, I., & Buyruk, L. (2010). The human dimension: A review of human resources management issues in the tourism and hospitality industry. Cornell Hospitality Quarterly, 51(2), 171-214. https://doi.org/10.1177/1938965510362871
Laub, J. A. (1999). Assessing the servant organization: Development of the organizational leadership assessment (OLA) model. Dissertation Abstracts International, 60(2). https://olagroup.com/Images/mmDocument/Laub%20Dissertation%20Brief.pdf
Legohérel, P., Callot, P., Gallopel, K., & Peters, M. (2004). Personality characteristics, attitude toward risk, and decisional orientation of the small business entrepreneur: a study of hospitality managers. Journal of Hospitality & Tourism Research, 28(1), 109–120. https://doi.org/10.1177/1096348003257330
Lee, T. W. (1999). Using qualitative methods in organizational research. Thousand Oaks, CA: Sage.
Lee, T. W., Mitchell, T. R., & Sablynski, C. J. (1999). Qualitative research in organizational and vocational psychology, 1979–1999. Journal of Vocational Behavior, 55(2), 161−187. https://doi.org/10.1006/jvbe.1999.1707
Limsila, K. & Ogunlana, S. O. (2008). Performance and leadership outcome correlates of leadership styles and subordinate commitment. Engineering, Construction and Architectural Management, 15(2), 164-184. https://doi.org/10.1108/09699980810852682
Ling, Q., Liu, F., & Wu, X. (2017). Servant versus authentic leadership: assessing effectiveness in China’s hospitality industry. Cornell Hospitality Quarterly, 58(1), 53–68. https://doi.org/10.1177/1938965516641515
Miles, M.B. & Huberman, A. M. (2014). Qualitative data analysis: an expanded sourcebook (2nd ed.). Thousand Oaks, CA: SAGE.
McCall, M. W. (2004). Leadership development through experience. Academy of Management Executive, 18(3), 127-130. https://doi.org/10.5465/AME.2004.14776183
McLafferty, I. (2004). Focus group interviews as a data collecting strategy. Journal of Advanced Nursing, 48(2), 187-194. https://doi.org/10.1111/j.1365-2648.2004.03186.x
Morgan, D. L., Ataie, J., Carder, P., & Hoffman, K. (2013). Introducing dyadic interviews as a method for collecting qualitative data. Qualitative Health Research, 23(9), 1276–1284. https://doi.org/10.1177/1049732313501889
Nespor, J. (2000). Anonymity and place in qualitative inquiry. Qualitative Inquiry, 6(4), 546–569. https://doi.org/10.1177/107780040000600408
O’Cathain, A. (2019). Mixed methods research. In Pope, C., & Mays, N. (Eds.), Qualitative Research in Health Care ( pp. 169-180). C hichester: J ohn W iley & Sons. https://doi.org/10.1002/9781119410867.ch12
Ogbeide, G. C. A., Groves, J. L., & Cho, S. (2008). Leadership styles of foodservice managers’ and subordinates’ perceptions. Journal of Quality Assurance in Hospitality and Tourism, 9(4), 317–336. https://doi.org/10.1080/15280080802520529
Parsa, H. G., van der Rest, J-P.I., Smith, S.R., Parsa, RA., & Bujisic, M. (2015). Why restaurants fail? part iv: the relationship between restaurant failures and demographic factors. Cornell Hospitality Quarterly, 56(1), 80–90. https://doi.org/10.1177/1938965514551959
Patton, M. Q. (2002). Qualitative research and evaluation methods (3rd ed.). Thousand Oaks, CA: Sage.
Pittaway, L., Carmouche, R., & Chell, E. (1998). The way forward: Leadership research in the hospitality industry. International Journal of Hospitality Management, 17(4), 407-426. https://doi.org/10.1016/S0278-4319(98)00035-8
Putra, E. D., & Cho, S. (2019a). Characteristics of small business leadership from employees’ perspective: A qualitative study. International Journal of Hospitality Management, 78, 36-46. https://doi.org/10.1016/j.ijhm.2018.11.011
Putra, E. D., & Cho, S. (2019b). Characteristics of small business leadership from employees’ perspective: A qualitative study. International Journal of Hospitality Management, 78(November), 36–46. https://doi.org/10.1016/j.ijhm.2018.11.011
Putra, E. D., Cho, S., & Liu, J. (2017). Extrinsic and intrinsic motivation on work engagement in the hospitality industry: Test of motivation crowding theory. Tourism and Hospitality Research, 17(2), 228-241. https://doi.org/10.1177/1467358415613393
Ram, Y. (2018). Hostility or hospitality? A review on violence, bullying and sexual harassment in the tourism and hospitality industry. Current Issues in Tourism, 21(7), 760-774. https://doi.org/10.1080/13683500.2015.1064364
Reese, S. R. (2017). Leadership core values and beliefs are keys to greatness. center for management and organization effectiveness. https://cmoe.com/blog/great-leaders-have-specific-beliefs-and-core-values/
Sprecher, S., & Fehr, B. (2005). Compassionate love for close others and humanity. Journal of Social and Personal Relationships, 22(5), 629-651. https://doi.org/10.1177/0265407505056439
Starks, H., & Trinidad, S. B. (2007). Choose your method: A comparison of phenomenology, discourse analysis, and grounded theory. Qualitative Health Research, 17(10), 1372–1380. https://doi.org/10.1177/1049732307307031
Stuckey, H. (2013). Three types of interviews: Qualitative research methods in social health. Journal of Social Health and Diabetes, 1(02), 056–059. https://doi.org/10.4103/2321-0656.115294
Teng, C. C., & Barrows, C. W. (2009). Service orientation: Antecedents, outcomes, and implications for hospitality research and practice. Service Industries Journal, 29(10), 1413-1435. https://doi.org/10.1080/02642060903026247
Tse, H. H. M., Huang, X., & Lam, W. (2013). Why does transformational leadership matter for employee turnover? A multi-foci social exchange perspective. Leadership Quarterly, 24(5), 763–776. https://doi.org/10.1016/j.leaqua.2013.07.005
Wagener, S., Gorgievski, M., & Rijsdijk, S. (2010). Businessman or host? Individual differences between entrepreneurs and small business owners in the hospitality industry. Service Industries Journal, 30(9), 1513–1527. https://doi.org/10.1080/02642060802624324
Wilkinson, S.(2004). Focus groups. In Breakwell, G.M. (Eds.), Doing Social Psychology Research (pp. 344– 376). Oxford: BPS Blackwell.
Wilson, R. T. (1999). Servant leadership. International Journal of Care Pathways, 3(2), 100–107. https://doi.org/10.1177/146245679900300207
Yang, J. Te, Wan, C. S., & Fu, Y. J. (2012). Qualitative examination of employee turnover and retention strategies in international tourist hotels in Taiwan. International Journal of Hospitality Management, 31(3), 837–848. https://doi.org/10.1016/j.ijhm.2011.10.001
Zillig, L. M. P., Hemenover, S. H., & Dienstbier, R. A. (2002). What do we assess when we assess a Big 5 trait? A content analysis of the affective, behavioral, and cognitive processes represented in Big 5 personality inventories. Personality and Social Psychology Bulletin, 28(6), 847–858. https://doi.org/10.1177/0146167202289013
Žydžiūnaitė, V. (2019). Leadership values and values based leadership: what is the main focus? Applied Research in Health and Social Sciences: Interface And Interaction, 15(1), 43-58. https://doi.org/0.2478/arhss-2018-0005
Downloads
Published
How to Cite
Issue
Section
License
Copyright (c) 2023 Vezetéstudomány / Budapest Management Review
This work is licensed under a Creative Commons Attribution 4.0 International License.
Authors assign copyright to Vezetéstudomány / Budapest Management Review. Authors are responsible for permission to reproduce copyright material from other sources.