Fostering a Climate for Innovation, Creativity and Self-efficacy through Transformational Leadership in the Egyptian Hospitality Industry
Moustafa Mohamed Said Lamiaa*
Head of Hotel Management Department, Pharos University, Alexandria, Egypt
- *Corresponding Author:
- Moustafa Mohamed Said Lamiaa
Associate Professor, Faculty of Tourism and Hotel Management
Pharos University, Alexandria, Egypt
Tel: +2-0100-150-4 77 9
E-mail: [email protected]
Received: December 02, 2015 Accepted: December 22, 2015 Published: December 28, 2015
Citation: Lamiaa MMS (2015) Fostering a Climate for Innovation, Creativity and Self-efficacy through Transformational Leadership in the Egyptian Hospitality Industry. J Hotel Bus Manage 5:118. doi:10.4172/2169-0286.1000118
Copyright: © 2015 Lamiaa MMS, This is an open-access article distributed under the terms of the Creative Commons Attribution License, which permits unrestricted use, distribution, and reproduction in any medium, provided the original author and source are credited.
Purpose: The purpose of this study is to examine the linkage between transformational leadership and the organizational climate for innovation, creativity and creative self-efficacy. Design/Methodology/Approach: Direct guest-contact employees and their immediate supervisors from thirtyeight 5-star hotels in Egypt was targeted. A total of (500) employees and (150) supervisors provided the collected data. A series of statistical analyses were adapted to: (1) Identify the elements of transformational leadership style using a multi-factor leadership questionnaire (MLQ-5X); (2) Examine the consequence of transformational leadership style in fostering a climate for innovation, creativity and creative self-efficacy. Findings: The study revealed that transformational leaders foster an organizational climate for innovation and creativity. Practical implications: The results pointed to mechanisms by which organizations may positively shape such employees' creative self-efficacy views. Leaders are likely to foster favorable conditions for the creative self-efficacy such as: verbally persuade employees that could be creative and personally demonstrate and instruct their employees on creativity-relevant skills. This could be achieved by provision of hands-on opportunities to apply these skills. Hospitality leaders need to organize effective training initiatives to develop their subordinates' creative selfefficacy and provide employees with the relevant details of the tasks assigned to them. A larger and more diverse sample is recommended for future research. Originality/value: This study will add to the existing literature and managerial practices in several ways. The main contribution of the present research is investigating the applicability of the transformational leadership within the Egyptian hotels. Also, this research introduces a positive expectation of the transformational leadership on the innovation and creative climate in Egyptian hotels. Third, this research present transformational leadership style as a mechanism to promote innovation and creativity climate among employees.