The impact of transformational, transactional and non-leadership styles on employee job satisfaction in the German hospitality industry

By Kathrin Rothfelder, M. Ottenbacher, R. Harrington. 2012

108 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/b6ba5ea95261c629a028b9d2ce8978d161de8775

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Organizational Behavior and Human Resource Management

1. Saher Iqbal
2. Fiza Amjad
3. Shafique Ur Rehman
4. I. Baig
5. Muhammad Zia-ur-Rehman
6. Muhammad Abrar
7. Anam Bhatti
8. Naveed Iqbal Chaudhry

In Social Psychology

1. Saher Iqbal
2. Fiza Amjad
3. Shafique Ur Rehman
4. I. Baig
5. Muhammad Zia-ur-Rehman
6. Muhammad Abrar
7. Muhammad Usman Awan
8. Sajjad Ahmad Baig

Citations in the corpus

• Mediating effect of innovative culture and organizational learning between leadership styles at third-order and organizational performance in Malaysian SMEs (2019, background): “According to Rothfelder, Ottenbacher, and Harrington (2012), it is largely based on taking the corrective actions and leaders control and observe actively their follower ’ s performance, and observe closely for any rules they disobey.”
• Impact of leadership styles on employees’ performance with moderating role of positive psychological capital (2019, methodology): “Some other studies also prove that there is a positive association between employees’ performance and transformational leadership (Rothfelder et al., 2012).”