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The Interplay of Gender Different: Transformative of Leadership Styles Influence Job Satisfaction of Front Office Personnel within the Hospitality Sector of Malaysia

Author

Listed:
  • Hairunnisa Mohamad Ibrahim

    (School of Pre-University Studies, Taylor’s College)

  • Azlinda Hakim Lokman Hakim

    (School of Hospitality, Tourism & Events, Faculty of Social Sciences and Leisure Management, Taylor’s University)

Abstract

The aim of the present research study is to analyze the effects of transformational leadership on job satisfaction among the front office workers employed in Malaysian hotels, paying especial emphasis to the quantifiable modulating function of gender variations. It is a leadership style which encourages change and innovation both in employees’ behavior and one’s organization. The main purpose of this research is to establish the extent to which Front Office employees’ job satisfaction can be explained by the level of transformational leadership adopted in the organization and further, to assess the implications of the gender on the relationship subject. The research approach used in the study is quantitative research which used structured survey questionnaires to administer data. In addition to global questions that are asked in the three previous questionnaires, it contains additional questions that are specific to the company and are aimed at determining the respondent’s impressions of using the measures of transformational leadership and self-assessment of job satisfaction. The implications arising from this study therefore will enhance the literature on transformational leadership and job satisfaction in the context of the hospitality industry, especially amongst front of house workers. Sincerely, it is also the intention of the study to discuss gender differences as moderating variables to establish relationships of transformational leadership and job satisfaction. This study shall expect to find a positive correlation between the level of transformational leadership and level of job satisfaction among front office employees in the Malaysian hotels. Also, acknowledging gender influence in the workplace will allow managers to come up with differential management approaches with the aim of improving satisfaction in different groups of employees in the organization, and hence, organizational productivity.

Suggested Citation

  • Hairunnisa Mohamad Ibrahim & Azlinda Hakim Lokman Hakim, 2024. "The Interplay of Gender Different: Transformative of Leadership Styles Influence Job Satisfaction of Front Office Personnel within the Hospitality Sector of Malaysia," International Journal of Research and Innovation in Social Science, International Journal of Research and Innovation in Social Science (IJRISS), vol. 8(12), pages 3365-3377, December.
    • Handle: RePEc:bcp:journl:v:8:y:2024:i:12:p:3365-3377
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    References listed on IDEAS

    as
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    2. Mou Lin & Azura Abdullah Effendi & Qaisar Iqbal, 2022. "The Mechanism Underlying the Sustainable Performance of Transformational Leadership: Organizational Identification as Moderator," Sustainability, MDPI, vol. 14(23), pages 1-19, November.
    3. Sule Alan & Seda Ertac & Elif Kubilay & Gyongyi Loranth, 2020. "Understanding Gender Differences in Leadership," The Economic Journal, Royal Economic Society, vol. 130(626), pages 263-289.
    4. Priyanka Chakraborty & Danila Serra, 2024. "Gender and Leadership in Organisations: the Threat of Backlash," The Economic Journal, Royal Economic Society, vol. 134(660), pages 1401-1430.
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    6. Sam Kris Hilton & Helen Arkorful & Albert Martins, 2021. "Democratic leadership and organizational performance: the moderating effect of contingent reward," Management Research Review, Emerald Group Publishing Limited, vol. 44(7), pages 1042-1058, February.
    7. Magdy Sayed Ahmed Abolnasser & Ahmed Hassan Abdou & Thowayeb H. Hassan & Amany E. Salem, 2023. "Transformational Leadership, Employee Engagement, Job Satisfaction, and Psychological Well-Being among Hotel Employees after the Height of the COVID-19 Pandemic: A Serial Mediation Model," IJERPH, MDPI, vol. 20(4), pages 1-27, February.
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