Leadership styles and ethical decision-making in hospitality management

Dean Minett; H. Ruhi Yaman; Basak Denizci Guillet

doi:10.1016/j.ijhm.2009.01.003

Leadership styles and ethical decision-making in hospitality management

Dean Minett, H. Ruhi Yaman, Basak Denizci Guillet

Research output: Journal article publication › Journal article › Academic research › peer-review

40 Citations (Scopus)

Abstract

This study examined the ways in which hospitality leaders in Australia seek to influence others in the workplace. One hundred and thirty three hotel managers participated in this study, of which 91 provided answers to all questions. The results indicate that the prevailing leadership styles in Australia are a blend of Machiavellian and Bureaucratic styles and that variance in this choice correlates with the age of the respondent. That is, older managers are less inclined to use a utilitarian or rule-based ethical decision-making style, and more inclined to embrace a social contract or personalistic ethic approach.

Original language	English
Pages (from-to)	486-493
Number of pages	8
Journal	International Journal of Hospitality Management
Volume	28
Issue number	4
DOIs	https://doi.org/10.1016/j.ijhm.2009.01.003
Publication status	Published - 1 Dec 2009

Keywords

Corporate social responsibility
Ethics
Hospitality management
Leadership

ASJC Scopus subject areas

Tourism, Leisure and Hospitality Management
Strategy and Management

UN SDGs

This output contributes to the following UN Sustainable Development Goals (SDGs)

More information

10.1016/j.ijhm.2009.01.003

Cite this

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Leadership styles and ethical decision-making in hospitality management

Abstract

Keywords

ASJC Scopus subject areas

UN SDGs

More information

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