If You Aim Higher Than You Expect, You Could Reach Higher Than You Dream: Leadership and Employee Performance

The Impact of Transformational Leadership on Service Employees in the Hotel Industry

Transformational leadership is important to the hotel industry where employees play a critical role in delivering the service. Transformational leadership is a leadership style that causes changes in employees by sharing the organization's vision and goals, providing necessary resources, promoting intellectual stimulation, and expecting high performance. This study uses four dimensions of transformational leadership to investigate how the dimensions influence employees' organizational identification, creativity, and task performance. In order to test the proposed model, data were gathered from employees of six hotels in South Korea. The data were analyzed with SmartPLS 4.0 program. The finding shows that four dimensions of transformational leadership have different effects on organizational identification and creativity. While core transformational leadership and supportive leader behavior enhance employees' organizational identification, which affects creativity and task performance, intellectual stimulation has an impact on creativity, which influences task performance. The post hoc analysis shows that organizational identification fully mediates the relationship between two dimensions of transformational leadership and creativity. This study contributes to the existing literatures of leadership theory and social identification theory by expanding the knowledge on the role of transformational leadership on employees. Some theoretical and practical implications are offered.

Employee Performance Measures Appraised by Training and Labor Market: Evidence from the Banking Sector of Germany

Our paper examines the impact of training outputs and employment factors on several facets of employee performance while supporting managerial decision-making in the banking sector. First, we introduce four performance measures in individual productivity assessment. Second, three identified groups of covariates are associated with these measures, namely, the training method success, delivery of knowledge, and labor market performance feedback. Based on our empirical results from Germany, we suggest that response-related decisions are accompanying bank employees’ profiles and appraisal. In particular, we form decision-making functions and finally show that the banking industry successfully balances between internal and external factors in optimizing employees’ performance.