This study conducts a bibliometric analysis to provide a complete and comparative study of leadership styles in hospitality literature published in recent decades. Two curated databases (Web of Science and Scopus) were chosen and combined to perform a co-word analysis to detect the main themes related to leadership in hospitality. This method analyzes the co-occurrence of topics in documents. The analysis yielded seven thematic clusters. Transformational and servant leadership and abusive supervision are the most widely researched leadership styles in hospitality and are associated with employee outcomes such as job, organizational citizenship behavior (OCB), and commitment. Employee outcomes such as creativity and innovation seem to be receiving research attention. This review reveals a need to focus research on underexplored styles such as paradoxical, spiritual, or responsible leadership.
Al-AtwiAAAl-HassaniKK (2021) Inclusive leadership: scale validation and potential consequences. Leadership & organization development journal42(8): 1222–1240. DOI: 10.1108/LODJ-08-2020-0327.
2.
AriciHEAriciNCKöseogluMA, et al. (2021) Leadership research in the root of hospitality scholarship: 1960–2020. International Journal of Hospitality Management99: 103063. DOI: 10.1016/j.ijhm.2021.103063.
3.
ArnoldJAAradSRhoadesJA, et al. (2000) The empowering leadership questionnaire: the construction and validation of a new scale for measuring leader behaviors. Journal of Organizational Behavior21(3): 249–269.
4.
AvolioBJZhuWKohW, et al. (2004) Transformational leadership and organizational commitment: mediating role of psychological empowerment and moderating role of structural distance. Journal of Organizational Behavior25: 951–968. DOI: 10.1002/job.286.
5.
BaumT (2015) Human resources in tourism: still waiting for change? - a 2015 reprise. Tourism Management50: 204–212. DOI: 10.1016/j.tourman.2015.02.001.
6.
BlauPM (1964) Exchange and Power in Social Life. Exchange and Power in Social Life. DOI: 10.2307/2091154.
7.
BlondelVDGuillaumeJ-LLambiotteR, et al. (2008) Fast unfolding of communities in large networks. Journal of Statistical Mechanics: Theory and Experiment2008(10): P10008.
8.
BrownMETreviñoLKHarrisonDA (2005) Ethical leadership: a social learning perspective for construct development and testing. Organizational Behavior and Human Decision Processes97(2): 117–134. DOI: 10.1016/j.obhdp.2005.03.002.
9.
BrownellJ (2010) Leadership in the service of hospitality. Cornell Hospitality Quarterly: 51(3): 363–378. DOI: 10.1177/1938965510368651.
10.
CallonMCourtialJ-PTurnerWA, et al. (1983) From translations to problematic networks: an introduction to co-word analysis. Social Science Information22(2): 191–235. DOI: 10.1177/053901883022002003.
11.
ChoiJYiSLeeKC (2011) Analysis of keyword networks in MIS research and implications for predicting knowledge evolution. Information & Management48(8): 371–381. DOI: 10.1016/j.im.2011.09.004.
12.
CoboMJLópez-HerreraAGHerrera-ViedmaE, et al. (2011) An approach for detecting, quantifying, and visualizing the evolution of a research field: a practical application to the fuzzy sets theory field. Journal of Informetrics5(1): 146–166. DOI: 10.1016/j.joi.2010.10.002.
13.
Correa-MenesesJSRodríguez CórdobaMDPPantoja OspinaMA (2018) Ethical leadership in organizations: a review of the literature. AD-minister (32): 57–82. DOI: 10.17230/ad-minister.32.3.
14.
DavisonHKBraddyPWMeriacJPGigliottiRDetwilerDJBingMN (2022) Ambition: a deterrent to workplace deviance among narcissistic leaders. Leadership & Organization Development Journal43(3): 422–434.10.1108/LODJ-03-2021-0137.
15.
DharRL (2016) Ethical leadership and its impact on service innovative behavior: the role of LMX and job autonomy. Tourism Management57: 139–148. DOI: 10.1016/j.tourman.2016.05.011.
16.
ElkhweskyZSalemIERamkissoonH, et al. (2022) A systematic and critical review of leadership styles in contemporary hospitality: a roadmap and a call for future research. International Journal of Contemporary Hospitality Management34(5): 1925–1958. DOI: 10.1108/IJCHM-09-2021-1128.
17.
EşittiBKasapM (2020) The impact of leader–member exchange on lodging employees’ dynamic capacities: the mediating role of job satisfaction. Tourism and Hospitality Research20(2): 237–244. DOI: 10.1177/1467358419826397.
18.
EvaNRobinMSendjayaSVan DierendonckDLidenRC (2019) Servant leadership: A systematic review and call for future research. The leadership quarterly30(1): 111–132. DOI: 10.1016/j.leaqua.2018.07.004.
19.
FischerTTianAWLeeA, et al. (2021) Abusive supervision: a systematic review and fundamental rethink. The Leadership Quarterly32(6): 101540. DOI: 10.1016/j.leaqua.2021.101540.
20.
GatlingAKangHJAKimJS (2016) The effects of authentic leadership and organizational commitment on turnover intention. The Leadership & Organization Development Journal37(2). Emerald Group Publishing Ltd.: 181–199. DOI: 10.1108/LODJ-05-2014-0090.
21.
GohEOkumusF (2020) Avoiding the hospitality workforce bubble: Strategies to attract and retain generation Z talent in the hospitality workforce. Tourism Management Perspectives33: 100603. DOI: 10.1016/j.tmp.2019.100603.
22.
GraenGBUhl-BienM (1995) Relationship-based approach to leadership: development of leader-member exchange (LMX) theory of leadership over 25 years: applying a multi-level multi-domain perspective. The Leadership Quarterly6(2): 219–247. DOI: 10.1016/1048-9843(95)90036-5.
GuiCLuoAZhangP, et al. (2020) A meta-analysis of transformational leadership in hospitality research. International Journal of Contemporary Hospitality Management32(6): 2137–2154. DOI: 10.1108/IJCHM-05-2019-0507.
25.
GuiCZhangPZouR, et al. (2021) Servant leadership in hospitality: a meta-analytic review. Journal of Hospitality Marketing & Management30(4): 438–458. DOI: 10.1080/19368623.2021.1852641.
26.
HaslindaA (2009) Evolving terms of human resource management and development. The Journal of International Social Research2(9): 180–186.
HernandezMEberlyMBAvolioBJ, et al. (2011) The loci and mechanisms of leadership: exploring a more comprehensive view of leadership theory. The Leadership Quarterly22(6): 1165–1185. DOI: 10.1016/j.leaqua.2011.09.009.
29.
HoangGWilson-EveredELockstone-BinneyL, et al. (2021) Empowering leadership in hospitality and tourism management: a systematic literature review. International Journal of Contemporary Hospitality Management33(12): 4182–4214. DOI: 10.1108/IJCHM-03-2021-0323.
30.
HobfollSE (2001) The influence of culture, community, and the nested‐self in the stress process: Advancing conservation of resources theory. Applied psychology50(3): 337–421. DOI: 10.1111/1464-0597.00062.
31.
HoggMAMullinBA (1999) Joining groups to reduce uncertainty: subjective uncertainty reduction and group identification. In: AbramsDHoggMA (eds) Social Identity and Social Cognition. Hoboken, NJ: Blackwell Publishing Ltd, pp. 249–279.
32.
HuangJLiWQiuC, et al. (2016) The impact of CEO servant leadership on firm performance in the hospitality industry. International Journal of Contemporary Hospitality Management28(5): 945–968. DOI: 10.1108/IJCHM-08-2014-0388.
33.
Huertas-ValdiviaILlorens-MontesFJRuiz-MorenoA (2018) Achieving engagement among hospitality employees: a serial mediation model. International Journal of Contemporary Hospitality Management30(1): 217–241. DOI: 10.1108/IJCHM-09-2016-0538.
34.
Huertas-ValdiviaIGallego-BurínARLloréns-MontesFJ (2019) Effects of different leadership styles on hospitality workers. Tourism Management71: 402–420. DOI: 10.1016/j.tourman.2018.10.027.
35.
KoCMaJBartnikR, et al. (2018) Ethical leadership: an integrative review and future research agenda. Ethics & Behavior28(2): 104–132. DOI: 10.1080/10508422.2017.1318069.
36.
KoseogluMARahimiROkumusF, et al. (2016) Bibliometric studies in tourism. Annals of Tourism Research61: 180–198. DOI: 10.1016/j.annals.2016.10.006.
37.
LanghofJGGüldenbergS (2020) Servant Leadership: a systematic literature review—toward a model of antecedents and outcomes. German Journal of Human Resource Management: Zeitschrift für Personalforschung34(1): 32–68. DOI: 10.1177/2397002219869903.
38.
LinMLingQLuoZ, et al. (2019) Why does empowering leadership occur and matter? A multilevel study of Chinese hotels. Tourism Management Perspectives32: 100556. DOI: 10.1016/j.tmp.2019.100556.
39.
LuthansFYoussefCMAvolioBJ, et al. (2007) Psychological Capital: Developing the Human Competitive Edge. Oxford, UK: Oxford University Press.
40.
MohammedSMElashramRE (2022) The impact of spiritual leadership on workplace spirituality in the light the COVID-19 pandemic in the governmental health sector. Leadership & Organization Development Journal43(4): 623–637. DOI: 10.1108/LODJ-11-2021-0515.
41.
MurariKGuptaKS (2012) Impact of servant leadership on employee empowerment. Journal of Strategic Human Resource Management1(1): 28.
42.
QiuSAlizadehADooleyLM, et al. (2019) The effects of authentic leadership on trust in leaders, organizational citizenship behavior, and service quality in the Chinese hospitality industry. Journal of Hospitality and Tourism Management40: 77–87. DOI: 10.1016/j.jhtm.2019.06.004.
43.
RibeiroNDuarteAPFilipeR, et al. (2020) How authentic leadership promotes individual creativity: the mediating role of affective commitment. Journal of Leadership & Organizational Studies27(2): 189–202. DOI: 10.1177/1548051819842796.
44.
Ruiz-PalominoPHernández-PerlinesFJiménez-EstévezP, et al. (2019) CEO servant leadership and firm innovativeness in hotels: a multiple mediation model of encouragement of participation and employees’ voice. International Journal of Contemporary Hospitality Management31(4): 1647–1665. DOI: 10.1108/IJCHM-01-2018-0023.
45.
SheZLiQYangB, et al. (2020) Paradoxical leadership and hospitality employees’ service performance: the role of leader identification and need for cognitive closure. International Journal of Hospitality Management89: 102524. DOI: 10.1016/j.ijhm.2020.102524.
46.
SobaihAEEHasaneinAMAliedanMM, et al. (2022) The impact of transactional and transformational leadership on employee intention to stay in deluxe hotels: mediating role of organisational commitment. Tourism and Hospitality Research22(3): 257–270. DOI: 10.1177/1467358420972156.
47.
StavrinoudisTAChrysanthopoulouD (2017) The role of leadership in building and managing corporate reputation of 4 and 5 star hotels. Tourism and Hospitality Research17(2): 176–189. DOI: 10.1177/1467358415613392.
48.
SulpheyMMJasimKM (2022) Paradoxical leadership as a moderating factor in the relationship between organizational silence and employee voice: an examination using SEM. Leadership & Organization Development Journal43(3): 457–481. DOI: 10.1108/LODJ-02-2021-0075.
49.
SusskindAMBorchgrevinkCPMichele KacmarK, et al. (2000) Customer service employees’ behavioral intentions and attitudes: an examination of construct validity and a path model. International Journal of Hospitality Management19(1): 53–77. DOI: 10.1016/S0278-4319(99)00030-4.
50.
TerglavKKonečnik RuzzierMKašeR (2016) Internal branding process: exploring the role of mediators in top management’s leadership–commitment relationship. International Journal of Hospitality Management54: 1–11. DOI: 10.1016/j.ijhm.2015.12.007.
51.
van EckNJWaltmanL (2009) How to normalize cooccurrence data? An analysis of some well-known similarity measures. Journal of the American Society for Information Science and Technology60(8): 1635–1651. DOI: 10.1002/asi.21075.
52.
van EckNJWaltmanL (2010) Software survey: VOS viewer, a computer program for bibliometric mapping. Scientometrics84(2): 523–538. DOI: 10.1007/s11192-009-0146-3.
53.
WhitelawPA (2013) Leadership up the ladder: the construction of leadership styles in the hospitality industry. Journal of Contemporary Issues in Business and Government19(1): 65. DOI: 10.7790/cibg.v19i1.9.
54.
YeşiltaşMTunaM (2018) The effect of ethical leadership on service sabotage. Service Industries Journal38(15–16): 1133–1159. DOI: 10.1080/02642069.2018.1433164.
55.
YuYXuSLiG, et al. (2020) A systematic review of research on abusive supervision in hospitality and tourism. International Journal of Contemporary Hospitality Management32(7): 2473–2496. DOI: 10.1108/IJCHM-12-2019-1004.
56.
YuklGMahsudR (2010) Why flexible and adaptive leadership is essential. Consulting Psychology Journal: Practice and Research62(2): 81–93. DOI: 10.1037/a0019835.
57.
ZhangJLiuJ (2018) Is abusive supervision an absolute devil? Literature review and research agenda. Asia Pacific Journal of Management35(3): 719–744. DOI: 10.1007/s10490-017-9551-y.
58.
ZhangYWaldmanDAHanYL, et al. (2015) Paradoxical leader behaviors in people management: antecedents and consequences. Academy of Management Journal58(2): 538–566. DOI: 10.5465/amj.2012.0995.
59.
ZhangSBowersAJMaoY (2021) Authentic leadership and teachers’ voice behaviour: the mediating role of psychological empowerment and moderating role of interpersonal trust. Educational Management Administration & Leadership49(5): 768–785. DOI: 10.1177/1741143220915925.
60.
ZhuJSongLJZhuL, et al. (2019) Visualizing the landscape and evolution of leadership research. The Leadership Quarterly30(2): 215–232. DOI: 10.1016/j.leaqua.2018.06.003.
