VALUE-BASED LEADERSHIP AND EMPLOYEE PERFORMANCE OF LUXURY HOTELS IN SOUTH-SOUTH, NIGERIA.
Abstract
This study investigates the influence of value-based leadership on employee performance in the context of luxury hotels in the South-South Region, Nigeria. It also explores the moderating role of leadership intelligence, which encompasses emotional, cognitive, and social dimensions of leadership capability. Employee performance is disaggregated into three constructs: task performance, contextual performance, and adaptive performance to provide a more nuanced understanding of workplace behaviour. A quantitative, cross-sectional research design was adopted, and data were collected using structured copies of questionnaire were administered to employees of selected luxury hotels. Out of 298 sets of questionnaires distributed, 268 valid responses were retrieved and analyzed, representing an 89.3% response rate. The study employed Partial Least Squares Structural Equation Modeling (PLS-SEM) using SmartPLS and SPSS 26.0 to assess both the measurement and structural models. The findings revealed that all dimensions of value-based leadership comprising ethical leadership, and authentic leadership had statistically significant effects on employee performance. The study recommended among others that hotel management should institutionalize ethical leadership development programs that promote fairness, transparency, and accountability.
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Published in SALEM JOURNAL OF BUSINESS AND ECONOMY
ISSN: 627-44669
This article appears in our peer-reviewed academic journal
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