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Leadership and crisis management and their link to improvement of hotel performance: A study of the Jordanian hotel sector

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dc.citedby6
dc.contributor.authorJaaffar A.H.en_US
dc.contributor.authorAlzoubi R.H.en_US
dc.contributor.authorMohammad Alkharabsheh O.H.en_US
dc.contributor.authorRajadurai J.en_US
dc.contributor.authorid58897806500en_US
dc.contributor.authorid57218315907en_US
dc.contributor.authorid58481313700en_US
dc.contributor.authorid13907110500en_US
dc.date.accessioned2024-10-14T03:18:21Z
dc.date.available2024-10-14T03:18:21Z
dc.date.issued2023
dc.description.abstractThe current environment of volatility, uncertainty, complexity and ambiguity has created a prolonged state of uncertainty for the Jordanian hotel industry. Crisis management leadership is one of the most important attributes for a hotel. The main aim of this study is to evaluate the mediating role of crisis management, the moderating role of a leader's experience, their relationship to styles of leadership (transformational and transactional) and the resultant performance of Jordanian hotels. Research was based on a self-distributed questionnaire survey of 119 respondents currently holding managerial positions in Jordanian 3 to 5 star hotels. Partial Least Square Structural Equation Modelling was then employed. The findings suggest a transformational leadership style and crisis management experience are the most important attributes for a leader to sustain hotel performance during a crisis. Leaders with a transactional leadership style need crisis management skills to sustain hotel performance rather than experience which is not as important in their case. This paper proves that different leadership styles have a different influence on a hotel's survivability during a crisis. Therefore, a hotel's management group must ensure that a leader with an appropriate leadership style takes control during these situations. By combining leadership attributes, experience, and crisis management in a comprehensive framework to ensure sustainable hotel performance in the face of a crisis, this study adds to the body of knowledge on leadership and crisis management practices. � 2023 The Authorsen_US
dc.description.natureFinalen_US
dc.identifier.ArtNoe17839
dc.identifier.doi10.1016/j.heliyon.2023.e17839
dc.identifier.issue7
dc.identifier.scopus2-s2.0-85164379244
dc.identifier.urihttps://www.scopus.com/inward/record.uri?eid=2-s2.0-85164379244&doi=10.1016%2fj.heliyon.2023.e17839&partnerID=40&md5=9058d7d6b7a2adf74edf3ddbb2ae3184
dc.identifier.urihttps://irepository.uniten.edu.my/handle/123456789/34188
dc.identifier.volume9
dc.publisherElsevier Ltden_US
dc.relation.ispartofAll Open Access
dc.relation.ispartofGold Open Access
dc.relation.ispartofGreen Open Access
dc.sourceScopus
dc.sourcetitleHeliyon
dc.subjectCrisis management
dc.subjectHotel performance
dc.subjectJordan
dc.subjectLeader's experience
dc.subjectLeadership styles
dc.titleLeadership and crisis management and their link to improvement of hotel performance: A study of the Jordanian hotel sectoren_US
dc.typeArticleen_US
dspace.entity.typePublication
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