IMPACT OF LEADERSHIP STYLES ON CAREER SALIENCE IN 5 STAR HOTELS IN KENYA
Abstract
The study aimed to establish the effect of Leadership Styles on career salience in the five star hotels industry in Kenya. This study was guided by theory x and theory y. The research was explanatory and followed a cross-sectional survey. The total population for this study was 4,465 employees and managers of five star rated hotels in Nairobi City County. This study adopted stratified sampling because the population of interest was heterogeneous in nature. The desired sample size was 196 respondents. The study used structured questionnaires as the main instruments for collecting primary data from respondents and in some instances document analysis was used as source of secondary data. The researcher used drop and pick method while administering questionnaires to the respondents. The quantitative data was analysed using the Statistical Package for Social Science (SPSS) to obtain descriptive statistics and inferential statistics. Data collected was first edited, formatted and organized for coding into the SPSS data viable table. The study hypothesis was tested using multiple linear regression analysis. This study revealed that leadership styles significantly influenced career salience in five star hotels in Kenya. Based on the findings, this study concluded that to ensure career salience key elements of leadership styles must be considered. Organisation should embrace leadership that is transformational and democratic in their approach to improve career salience among employees. The study recommended five star hotels and other organisations in general should ensure they have good leaders and leadership styles that can get the best out of their employees. Good leadership increase employee engagement and influence their productivity.
Keywords: Leadership Styles, Hotels and Career Salience
CITATION: Otado, N. O., Were, S., & Odhiambo, R. O. (2019). Impact of leadership styles on career salience in 5 star hotels in Kenya. The Strategic Journal of Business & Change Management, 6 (1), 324 – 335.
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DOI: http://dx.doi.org/10.61426/sjbcm.v6i1.1060
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