Managerial Power and Legitimacy as Determinants of Conformity Behavior among Hotel Employees

In this study, the level of conformity behavior exhibited by employees working in eco-friendly hotels was determined, and the relationship between these behaviors, power, and perceptions of legitimacy was examined. Structural equation modeling was employed to test the hypotheses developed in this study. The survey instrument was ad-ministered to eco-friendly hotels operating in Antalya, one of Turkey’s leading eco-tourism destinations. The results indicated that most employees displayed conformity behaviors within the organization, and that coercive and legitimate power bases used by managers played a decisive role in the emergence of these behaviors. Furthermore, employees’ perceptions of managerial legitimacy mediated the relationship between coercive and legitimate power and conformity behaviors. The findings suggest that although such power sources may be perceived as legitimate in the short term and foster conformity, they may also pose risks for various organizational problems in the long run. Accordingly, several strategic recommendations were presented to managers, emphasizing the need to reassess power-utilization strategies and adopt leadership approaches that support organizational sustainability.