Please use this identifier to cite or link to this item: http://hdl.handle.net/10397/8903
Title: Leadership styles and ethical decision-making in hospitality management
Authors: Minett, D
Yaman, HR
Denizci Guillet, B 
Keywords: Ethics
Leadership
Corporate social responsibility
Hospitality management
Issue Date: 2009
Publisher: Pergamon Press
Source: International journal of hospitality management, 2009, v. 28, no. 4, p. 486-493 How to cite?
Journal: International journal of hospitality management 
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.
URI: http://hdl.handle.net/10397/8903
ISSN: 0278-4319
EISSN: 1873-4693
DOI: 10.1016/j.ijhm.2009.01.003
Appears in Collections:Journal/Magazine Article

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