Examining the relationship between leadership styles, employee job satisfaction, and employee decision-making self-efficacy, during a crisis in the mid-atlantic hotel industry

ABSTRACT

The central purpose of this quantitative research was to examine the relationships between leadership styles, job satisfaction, and employee decision-making self-efficacy in the Mid-Atlantic hotel industry during a crisis. This research's theoretical framework is based on the transformational, transactional, laissez-faire leadership styles, job satisfaction, and the Crisis Leader Efficacy in Assessing and Deciding (C-Lead). According to Callahan (2020), the COVID-19 pandemic is fertile ground for new research within the hotel industry. This investigation utilized the following reliable instruments (MLQ, MSQ, and C-LEAD) to examine the relationships between variables. Cross-sectional data from a total of 150 participants within this industry was collected using the third-party vendor Qualtrics. The data was then examined using IBM software Statistical Product and Service Solutions (SPSS). The findings revealed that leadership styles positively and negatively impact job satisfaction and decision-making self-efficacy during a crisis. This research added to the body of literature and provided a platform for further research by discussing the relationships between leadership styles, job satisfaction, and decision-making self-efficacy in the hotel industry in the mid-Atlantic region during a crisis. (PsycInfo Database Record (c) 2022 APA, all rights reserved)