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Leadership Openness and Workers Commitment of Hospitality Firms in Rivers State

Uzor, Jennifer Nkiruka

Abstract

This study examines the relationship between leadership openness, inclusiveness, transparency, and employee commitment in hospitality firms in Rivers State, with a focus on the moderating role of job resources. Specifically, it investigates how leadership practices such as inclusiveness and transparency influence both affective and continuance commitment among employees, while also exploring how job resources mediate these relationships. Data were collected from 139 employees in hospitality firms using a structured questionnaire. The findings reveal significant positive relationships between both inclusiveness and transparency with affective and continuance commitment. Job resources were found to significantly moderate the relationship between leadership openness and employee commitment, confirming the importance of providing adequate resources to foster engagement and retention. The results underscore the need for hospitality firms to promote inclusiveness and transparency while ensuring that job resources, such as training, role clarity, and support, are provided to enhance leadership effectiveness. These findings highlight the critical role of job resources in shaping organizational commitment and offer practical insights for hospitality leaders aiming to improve employee retention and performance. The study contributes to the existing literature on leadership and commitment, emphasizing the role of job resources as a moderating factor in organizational behavior studies.

Keywords

Leadership OpennessInclusivenessTransparencyEmployee CommitmentJob ResourcesAffective CommitmentContinuance Commitment.

References

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