A systematic and critical review of leadership styles in contemporary hospitality: a roadmap and a call for future research

International Journal of Contemporary Hospitality Management 1 A Systematic and Critical Review of Leadership Styles in Contemporary Hospitality: A Roadmap and a Call for Future Research Abstract Purpose - The overall purpose of this critical review is to provide an overview of leadership styles in the hospitality industry. It also demonstrates theories used in hospitality leadership styles research, identifies the main outcomes, and highlights gaps for future research. Design/methodology/approach – We present a comprehensive review of the 79 articles on leadership styles in the hospitality context spanning over 13 years (2008–2020) and extend the scope in distinctive means. Findings – Our review has demonstrated that leadership styles research in hospitality has made progress in the past 13 years; however, there are conceptual and empirical overlaps among different leadership styles in hospitality. There is a lack of research on antecedents and integrating theories in studies. Our review has revealed that several leadership styles have not been rigorously examined in hospitality research with their outcomes. Research limitations/implications – The search strategy used to find articles published in WoS about leadership styles in hospitality was restricted to title to boost the accuracy of the subsequent literature. Practical implications – By following the guidance presented in this review, we expect to advance and maintain hospitality leadership research to provide substantive insights into the context of hospitality leadership over the coming years. Originality/value – The current study is one of the first to undertake a comprehensive understanding of various leadership styles in the hospitality context. We provide a comprehensive projected research agenda to demonstrate theoretical discourses and empirical research. Overall, our critical review presents a holistic idea of the focus of the prior studies and what should be highlighted in future studies. Keywords Leadership styles, Systematic literature review, Hospitality, Hotels, Restaurants Paper type Literature review Page 1 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 2 1. Introduction Leadership is a concept that has been studied extensively in organizational and management sciences (Yamak and Eyüpoğlu, 2018). Leadership research has a lot of potential for developing interesting theories and policy consequences, but only if empirical studies are undertaken systematically (Hughes et al., 2018). Sloof and von Siemens (2019) argue that organizational leaders have the right to make and implement decisions formally or informally. These decisions can affect their subordinates in an organization, therefore leaders should delegate and participate with their followers (Elkhwesky et al., 2018; 2019; 2021). Indeed, there are numerous leadership styles, such as transformational leadership (Khan et al., 2020), transactional leadership, laissez-faire leadership (Sandstrom and Reynolds, 2020), and servant leadership (Karatepe et al., 2020). The consequences of the leadership styles are different in term of organizational performance (Al Khajeh, 2018), employees attrition rates (Nanjundeswaraswamy and Swamy, 2014), and different levels of organizational commitment (Yahaya and Ebrahim, 2016). In the same vein, Rabiul and Yean (2021) called for extensive research on leadership styles in the hospitality context. Studies in the literature support the importance of leadership for hotels (Patiar and Wang, 2020), employees (He et al., 2019; Koo et al., 2019), customers (Ghosh and Khatri, 2018), and communities (Jang et al., 2017). For instance, Stavrinoudis and Chrysanthopoulou (2017) found that charismatic leadership is vital to hotel reputation, while Tarkang et al. (2020) concluded that ethical leadership is important for hotel employees trust and job commitment. In addition, transformational and authentic leadership styles are significant to hotel customer satisfaction (Baquero et al., 2020). Despite the increasing academic interest in leadership styles and the importance of creating a comprehensive review of the leadership styles literature in the hospitality industry and how prior studies have approached this topic and how it should be investigated in the future. To date, there is no systematic literature review for leadership styles research in hospitality including hotels, restaurants, resorts, motels, casinos, nightclubs, and food service operations. Prior systematic reviews have addressed other disciplines, such as nursing (e.g., Cummings et al., 2008; Wong and Cummings, 2007) and with reviews mostly focusing on one leadership style, such as empowering leadership in hospitality and tourism management (see, Hoang et al., 2021) and servant leadership (see, Eva et al., 2019), especially in hospitality management (see, Bavik, 2020; Chon and Zoltan, 2019). Page 2 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 3 Prior systematic reviews focused on the review of leadership in specific countries, such as Spain (e.g., Bark et al., 2014). Our review draws on recommendations from literature see Bavik (2021), Chon and Zoltan (2019), and Hoang et al. (2021) who call for more reviews on leadership in hospitality and tourism to understand theoretical frameworks, antecedents, and consequences. In their review, Gui et al. (2021) affirmed that there is a need to conduct a review on leadership styles such as servant leadership since few scholars have quantified the findings of multiple studies and presented a quantitative approximation of the relationship between servant leadership and follower achievements in the hotel industry. In a recent study about the origin, evolution, and themes in hospitality, Köseoglu et al. (2021) identify topics of interest in hospitality management over the past 60 years. Although leadership style does not appear in the set of interest topics, it is related to topics including competitive advantage (Burke, 2018), employee and operations management (Huertas-Valdivia et al., 2019), finance (Patiar and Wang, 2016), sustainability practices (Jang et al., 2017) and innovation management (Slåtten and Mehmetoglu, 2015). Furthermore, during the last sixty years the hospitality industry is operating in a highly uncertain environment; the need to investigate the leadership styles in this sector is urgent (Kužnin and Walker, 2019; Rothfelder et al., 2012). Given the extraordinary effects of extreme events like the COVID-19 pandemic on hospitality firms, there is an added incentive for researchers to focus more on providing evidence-based information that can assist management in continuing operations in emergency situations (Köseoglu et al., 2021). Given the importance of leadership style in hospitality management and gaps identified in previous leadership literature, our review walks through the factors that give rise to each leadership style. There are limited systematic reviews in the literature addressing leadership styles in the hospitality industry, which has raised the need to conduct our systematic review to indicate research outlets or journals that publish leadership style research in hospitality (Arici et al., 2021). The current study is one of the first to undertake a comprehensive understanding of various leadership styles in the hospitality context. We provide an exhaustive projected research agenda in order to exhibit theoretical and empirical research. Chiefly, our critical review demonstrates a holistic idea of the focus of prior studies and what should be accentuated in future studies. We explore the research contexts and design in hospitality research, illustrate the dominant leadership styles in the hospitality research, indicate the theories utilized in hospitality leadership styles research, and map the outcomes of each leadership style. Based on our review, Page 3 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 4 a strategy for extending future studies that drives both theoretical and empirical development is presented. Given that leadership styles could reduce the impact of the biggest problems associated with the hospitality industry related to employees’ rotation, performance and commitment, and business management in a very uncertain context. There is a further need for sustainable innovation in the sector. It remains necessary to map the present knowledge about leadership styles in the hospitality industry and identify gaps that need to be addressed. With four overarching questions in mind that embrace the four areas (CIMO framework) that contribute to the advancement of knowledge in management and organizational studies (Denyer and Tranfield, 2009), we identify and present gaps that need to be addressed to manage the main challenges in the hospitality industry (Table 1). INSERT TABLE 1 2. The concept of leadership styles in hospitality We review both positive and negative leadership styles in hospitality. Positive leadership styles in this review include pygmalion, spiritual, servant, authentic, transformational, transactional, charismatic, empowering, leader-member exchange, environmental transformational, responsible, ethical, democratic/participative, supportive, paternalistic, safety, service, entrepreneurial, and seasonal, while negative leadership styles include bureaucratic, autocratic, machiavellian, self-centered, nepotistic, and laissez-faire. 2.1. The concept of leadership styles that have positive impacts in hospitality Pygmalion leadership is a type of leadership that is important to motivate followers and their effectiveness (Kim et al., 2019). Based on Karakowsky et al. (2012), the Pygmalion effect refers to increased subordinates' performance by increased supervisory expectations, it commences with the optimistic prospects of a leader towards subordinates. The Pygmalion leader motivates her/his subordinates to perceive themselves with these high expectations. Spiritual leadership is defined as “comprising the values, attitudes, and behaviors that are necessary to intrinsically motivate oneself and others so that they have a sense of spiritual survival through calling and membership” (Fry, 2003). In addition, humor leadership refers to leaders’ use of humor in the workplace as a work climate because they believe in the effective role of humor. The leader develops a sense of humor, communicates with humor, uses nonoffensive humor, and enjoys and tells jokes (Decker and Rotondo, 2001; Koo et al., 2019). Page 4 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 5 There is a difference between transformational leadership and servant leadership. Stone et al., (2004) indicate that the focus of a transformational leader is on an organization through building subordinates' commitment to organizational objectives, while the focus of a servant leader is on followers and organizational objectives is the subordinate outcome. According to Bass (1990), transformational leadership means that a leader takes care of the interests of his followers, motivates them, respects their mission and views, and makes them take care of the interests of the group. The main characteristics of a transformational leader or the four dimensions of transformational leadership are charisma or idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration (Bass, 1990; Judge and Piccolo, 2004). Servant leadership is to nurture followers' interests and needs and direct their concern toward the needs and concerns of others inside and outside an organization (Eva et al., 2019). Van Dierendonck (2011) highlights that the six key characteristics of servant leadership behavior namely empowering and developing people, humility, authenticity, interpersonal acceptance, providing direction, and stewardship. There is a common characteristic between transformational leadership and charismatic leadership. Both of them focus on charisma. Charisma is defined by Waldman et al., (2006) as a relationship between an individual (leader) and one or more followers based on leader behaviours combined with favourable attributions on the part of followers. Bass (1990) argues that transformational leaders can achieve their goals by being charismatic to their followers to influence them and build trust. One of the essential components of charismatic leadership is personality, in addition to cognitive skills, interpersonal skills, business skills, and strategic skills which are charismatic leaders' characteristics (Mumford et al., 2007; Stavrinoudis and Chrysanthopoulou, 2017). Authentic leadership can be considered as a part of servant leadership, as authenticity is regarded as one of servant leadership behaviour characteristics (van Dierendonck, 2011). Gardner et al. (2005) reveals that authentic leadership focuses on authenticity that must be achieved by an authentic leader through self-awareness, authentic actions and relationships, and self-acceptance. They also assert that an authentic leader must be characterized by transparency, trust, openness, an emphasis on subordinates' development, and orientate towards worthy goals and objectives. Empowering leadership can be considered as a part of servant leadership because one of servant leadership behaviour characteristics is empowering and developing people (van Page 5 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 6 Dierendonck, 2011). Empowering leadership is defined by Chiang and Chen (2020), as the ability of a manager to set good examples for his/her followers, give them the chance to share in decision-making, express concern for them, as well as guide and inform subordinates. Bass (1990) claimed that transactional leaders have some characteristics which include contingent reward (one rewards good performance and achievements of employees), management by exception (active) (i.e. the ability to search for deviations from standards and rules and to take corrective actions), management by exception (passive), which means the intervention in case standards are not met, and laissez-faire which refers to abdicating responsibilities and avoiding making decisions. Contingent rewards and management (active) by exception can be used to assess transactional leadership (Zopiatis and Constanti, 2012). The leader-member exchange theory views leaders as giving things of value to followers in return for things of value to the leader. Further, followers who are supported by their leaders and who are committed to the organization are more likely to be innovative (Basu and Green, 1997). There are other types of leadership associated with environmental and green practices. Environmental leadership is the ability of a leader to mobilize and manage stakeholders inside and outside an organization to accomplish organizational goals and vision associated with environmental sustainability (Jang et al., 2017). Green transformational leadership is defined as “behaviors of leaders who motivate followers to achieve environmental goals and inspire followers to perform beyond expected levels of environmental performance” (Chen and Chang, 2013; Mittal and Dhar, 2016). Environmental transformational leadership refers to managers who have a clear and strong environmental vision, act as role models for subordinates by sharing their environmental values, demonstrating the significance of sustainability, and taking actions related to environmental problems, motivate followers by informing them about the future of work activities related to environment and sustainability and building confidence in the capabilities of followers, encouraging them to ask questions about the environment, discussing novel environmental ideas with them, and providing their subordinates with training and development opportunities to be able to handle diverse environmental problems as well as issues (Graves et al., 2013; Kim et al., 2020). Responsible leadership concentrates on the relationship of the leader with all stakeholders of an organization with whom they engage in a beneficial dialogue with them (Voegtlin, 2011), whereas ethical leadership is characterized by using a leader honesty and Page 6 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 7 morals with subordinates. An ethical leader is reliable, outstanding, fair, and righteous in making decisions (Tarkang et al., 2020). The opposite of bureaucratic leadership, Machiavellian leadership, directive leadership, and autocratic leadership is democratic/participative leadership which refers to a leader who shares and delegates authority and gives their followers the chance to make decisions (Yamak and Eyüpoğlu, 2018). Similarly, Ogbonna and Harris (2000) highlights that a participative leader is a non-directive leader who gives their subordinates the opportunity to participate in the decision-making process through subordinates' interventions to make a quality decision and contribution. Supportive leadership concentrates on the leader who must be sympathetic, amicable, and considerate of subordinates needs. Some leadership styles merge between respect, morals, and authority. Paternalistic leadership can be defined as a combination of “strong discipline and authority with fatherly benevolence and moral integrity couched in a ‘personalistic’ atmosphere” (Farh and Cheng, 2000). In this regard, benevolence, authoritarianism, and morality are the components of paternalistic leadership (Tuan, 2018). According to Tsai (2008), managerial leadership consists of construction-style leadership and consideration-style leadership. Regarding the construction style, the focus of a leader is on the organizational framework and he/she demands their followers to save specific levels of performance to achieve goals, whereas the leadership approach concentrates on mutual communication, trust, and respect of a leader for their followers. There are two leadership styles associated with the nature of gender, either male or female. Feminine leadership is the use of female values in a leadership position to make decisions, whereas masculine leadership is the use of male values (Guillet et al., 2019). Feminine values are characterized by “interdependence, cooperation, receptivity, merging, acceptance, awareness of patterns, wholes and contexts, emotional tone, personalistic perception, being, intuition, and synthesizing”, while male values are characterized by “selfassertion, separation, independence, control, competition, focused perception, rationality, analysis, clarity, discrimination, and activity” (Marshall, 1993). Due to the importance of health and safety in the workplace to both customers and employees, safety leadership is now used. It is described as the implementation and maintenance of high-level safety initiatives and operational safety standards. (Zhang et al., 2020) and is significant for customers' and employees' health, hotel quality, and hotel safety performance. The service leadership mindset of an organization is very important to survive and Page 7 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 8 to accomplish customer satisfaction and loyalty (Gronfeldt and Strother, 2005). It can be defined as “the culture that empowers an organization to strategize its promises, design its processes and engage its people in a proactive quest for competitive advantage”. Entrepreneurial leadership, according to Pistrui et al. (2000), uses innovations to capture opportunities while taking personal responsibility, managing risks, and empowering subordinates to think and act independently in changing contexts. A steward leader is defined by prioritizing the organization's and community's interests over his or her own personal interests (Miller and Le Breton-Miller, 2006). Finally, due to the importance of satisfying seasonal employees as permanent staff members, it is recommended to adopt seasonal employee leadership (Arasli et al., 2020) that is specifically directed for seasonal employees, takes care of their needs and wants, and motivates them to come back again for the next season. 2.2. The concept of leadership styles that may have negative impacts in hospitality There are some leadership styles related to authority and control. Guillet et al. (2012) argued that bureaucratic leadership focuses on normative procedures and rules that must be followed precisely and completely. In terms of the autocratic leadership, leaders have full decisionmaking authority and organizational power (Yamak and Eyüpoğlu, 2018). Nyberg et al. (2011) indicates that autocratic leadership means that the leader makes decisions in a dictatorial way and forces values and opinions on their subordinates. Directive leadership is similar to autocratic leadership where employees have no or little control and a leader has the dominant influence on the organization (Clark et al., 2009). Machiavellian leadership refers to a leader who concentrates on power and control and develops his/her communications only with those who have the power or influence to assist him/her to achieve success (Guillet et al., 2012). In this vein, Nyberg et al. (2011) indicates that malevolent leadership refers to a leader who is insincere, vengeful, unfriendly, moody, and easily agitated, seeks to revenge when wronged, and acts negatively towards others. Self-centered leadership means that the leader prefers his/ her own company, avoids people or groups, does not engage with others, works and acts separately from others, and pursues to achieve his/ her own best interests (Nyberg et al., 2011). Nepotistic leadership is characterized as a decision-making bias in which a leader prioritizes people based on their social network dynamics rather than their qualifications and experiences (Liu et al., 2015). According to Bass (1997) and Judge and Piccolo (2004), Laissez-faire leadership is a distinct type of leadership that is actually non-leadership, i.e., leadership without authority, Page 8 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 9 ignoring accepting responsibilities, hesitating in taking actions and decisions, and the absence of a person in assertive situations. Laissez-faire leadership may be considered as a part of passive/avoidance leadership that can be measured by two factors; management by exception (passive) and laissez-faire behaviour patterns (Luo et al., 2013; Zopiatis and Constanti, 2012). 3. Methodology The overall purpose of this critical review is to provide an overview of leadership styles in the hospitality industry, reveal its main outcomes, and highlight gaps for future research. Table 2 and Figure 1 illustrate the detailed systematic review process performed in our research within distinct phases, which was adopted from Chon and Zoltan (2019) and Yang et al., (2017). To ensure comprehensiveness and to investigate studies related to leadership styles in the hospitality industry, we used the keyword “leadership” in combination with a set or keywords related with the sector (hotels, restaurants, hospitality industry, resort, motel, casino, night club, catering and food service business). This set of keywords allows reaching data saturation in the search of new papers (Saunders et al., 2018). The search was performed in the web of science (WoS), one of the most well-known and well-established databases. We accessed WoS via the Egyptian Knowledge bank with their permission to access the studies for free. First, 172 articles were found in WoS database that do not restrict the publication year and were inspected to eradicate repetitions. the following eligibility requirements, as well as reviewing the abstract and each paper's findings, were included: The focus is on leadership styles in the hospitality industry. The English language is used. Easy access to article through EKB. 79 studies published between 2008-2020 were suitable for the subsequent analysis. Each article from 79 was analyzed independently in detail by reviewing the abstract, literature, research methodology, results, and conclusion. INSERT TABLE 2 INSERT FIGURE 1 Page 9 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 16 Upper echelon theory (UET) Hambrick and Mason (1984) indicated that UET states that “organizational outcomes-strategic choices and performance levels-are partially predicted by managerial background characteristics”. In this regard, functional area background, educational background, and formal management training are significant aspects of leadership that impact the decisions and the organizational success (Hambrick and Mason, 1984; Yamak and Eyüpoğlu, 2018). In the UET context, firm outcomes are reflections of the values of powerful actors within firms. The UET can help articulate and disentangle the relationship between CEO servant leadership and firm innovativeness (Ruiz-Palomino et al., 2019). INSERT TABLE 7 4.4.2. Outcomes of each leadership style in the hospitality context The majority of empirical articles on leadership styles in hospitality have focused on the outcomes of adopting a leadership style and the impact on stakeholders. The predominant viewpoint of these interactions and related studies are shown in Appendix 1. Transformational leadership The relationship between transformational leadership and job satisfaction (Quintana et al., 2015) is the most scrutinized association in the transformational leadership research. Likewise, a growing body of research has linked transformational leadership to organizational commitment (Luo et al., 2017). Some of the less investigated relationships in the transformational leadership research are the association between transformational leadership and employee civic virtue behavior (Khan et al., 2020), customer satisfaction (Baquero et al., 2020), perceived supervisor support (Chen and Wu, 2020), and employee reactions (Katou et al., 2020). Additionally, transformational leadership has been noticed to be negatively correlated to employee burnout (Reddy and Mehta, 2019). Servant leadership Given the importance of servant leadership, it is not unexpected that servant leadership is retrieved to be positively correlated to a broad range of outcomes in the hospitality industry. These include innovative behavior and creativity climate (Karatepe et al., 2020), employees’ personal social capital (Zoghbi-Manrique-de-Lara and Ruiz-Palomino, 2019), firm innovativeness (Ruiz-Palomino et al., 2019), and leader–member exchange (Wu et al., 2013). However, these relationships are less examined in hospitality research. The most commonly Page 16 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 17 examined relationship in servant leadership research is the relationship between servant leadership and service quality (Ghosh and Khatri, 2018; Qiu et al., 2020). Transactional leadership A promising research has revealed that transactional leadership is certainly associated with department performance (Patiar and Wang, 2020) and return on assets (Tran, 2017). Most research on transactional leadership has investigated its impact on employees. It has been found that transactional leadership has been found to be positively associated with employee perceived efficiency (Quintana et al., 2015) and employee extra effort (Luo et al., 2013). In distinction, transactional leadership is negatively associated with organizational commitment (Dai et al., 2013). Laissez-faire leadership Prior works have found that laissez-faire leadership is negatively related to employee perceived efficiency (Quintana et al., 2015), positive psychological capital (Şeşen et al., 2019), and group effectiveness (Whitelaw, 2013). This is due to laissez-faire is actually non-leadership which means avoidance of leadership, neglect of responsibilities, reluctance to make decisions, and absence of the person in situations needed (Bass 1997; Judge and Piccolo, 2004). Empowering leadership Our literature search found that empowering leadership has a wide-ranging of job-associated outcomes. These comprise employee job autonomy, knowledge sharing (Chiang and Chen, 2020), service-oriented employee behaviors (Lin et al., 2019), management innovation, climate for creativity (Hassi, 2019), employees’ service innovative behavior, creative improvisation selfefficacy (Wihuda et al., 2017), and Knowledge exchange (Wu and Chen, 2015). However, empowering leadership is adversely associated with employees’ job satisfaction because empowerment may add unwanted duties and responsibilities to the job (Clark et al., 2009). Overall, it is obvious that from our literature search, not all outcomes of empowering leadership have been investigated more than one time. Charismatic leadership Even though a number of studies (N=5; % 4.4) have investigated charismatic leadership in the hospitality industry, only a few have focused on charismatic leadership outcomes. For example, charismatic leadership is positively linked with hotel reputation (Stavrinoudis and Chrysanthopoulou, 2017). Tromp and Blomme (2014) conclude that charismatic leadership is not correlated with strain-based negative work-home interference. Other scholars study Page 17 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 18 antecedents of charismatic leadership. Yamak and Eyüpoğlu (2018) examine the relationship between demographic characteristics of hotel managers and charismatic leadership, and find no significant association. Kozak and Uca (2008) conclude that there is a significant link between organizational factors, environmental factors and managers' leadership styles including charismatic leadership. Eventually, one study is qualitative and does not demonstrate statistically significant outcomes for charismatic leadership (Piuchan and Prachansit, 2019). Charismatic leadership consequences need to be explored in future research. Authentic leadership Considering the authentic leadership outcomes, our review illustrates that previous scholars reveal its positive link with customer satisfaction (Baquero et al., 2020), employee deep acting (Wang and Xie, 2020), customer-oriented organizational citizenship behavior (Qiu et al., 2019), and collective mindfulness (Wu and Chen, 2019). Researchers have recently shown that authentic leadership is negatively linked with employees’ perceived job insecurity, employee surface acting (Wang and Xie, 2020), employee cynicism, and job search behaviour (Megeirhi et al., 2018). Our review suggests that authentic leadership research is a nascent topic because the first published article is 2018 (Megeirhi et al., 2018). Our review demonstrates the leadership styles that have not been rigorously examined in hospitality research with their outcomes. These include democratic, feminine and masculine, managerial, spiritual, environmental, Machiavellian, bureaucratic, environmentaltransformational, green transformational, supportive, directive, malevolent, self-centered, seasonal employee, responsible, safety, service, paternalistic, humor, and Pygmalion leadership. INSERT APPENDIX 1 5. Agenda and call for future research Fig. 3 maps the key findings extracted from the review. Drawing on the traits and patterns detected from the review, recommendations are presented for forthcoming studies. This section aims to provide an inclusive synopsis of future research potentials of leadership styles, thereby providing important clues for scholars who desire to further examine leadership styles in hospitality (see Fig. 4). INSERT FIGRE 3 INSERT FIGURE 4 Page 18 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 19 5.1. New research line 1: Antecedents The majority of empirical articles on leadership styles in hospitality have focused on the consequences of adopting a leadership style and the impact on stakeholders, but the antecedents of leadership styles are scant in hospitality literature. Yamak and Eyüpoğlu (2018) investigate the relationship between demographic characteristics of hotel managers and autocratic, democratic, laissez-faire, and charismatic as leadership styles. In addition, Kozak and Uca (2008) examine the link between organizational factors and managers' leadership styles including autocratic, democratic, laissez-faire, and charismatic leadership. In this regard, Zopiatis and Constanti (2012) study transformational, passive/avoidance, and transactional leadership styles and their correlation with the personality traits of extraversion, openness, agreeableness, conscientiousness, and neuroticism. Given the apparent gaps in previous works, our review recommends exploring factors that give rise to each leadership style. Based on Sharma and Kirkman (2015), we propose to investigate the effect of leader power distance orientation, personality trait of narcissism, leader uncertainty avoidance orientation, leader collectivism orientation, and leader job stressors (antecedents) on leadership styles in hospitality. Antecedents of leader behaviour could be organizational culture, policies, and team culture (Eva et al., 2019) that need further investigation. Our review affirms that the antecedents of leadership styles in hospitality demands scholarly attention. These antecedents or factors may include culture, education, training, gender, personal traits, age, years of professional experience, managerial position, and emotional intelligence. Our review suggests duplicating studies of Kozak and Uca (2008), Yamak and Eyüpoğlu (2018) and Zopiatis and Constanti (2012), in different cultural contexts; this could result in promising findings as due to the diversity in hospitality industry across countries. Moreover, the direct effect of antecedents investigated in their research has not been empirically proven yet in other studies. We also agree with the recommendation of Chon and Zoltan (2019) who advise to examine the effect of formal leadership education and leadership training in hospitality on servant leaders’ behaviours. 5.2. New research line 2: Advancing research contexts and design in leadership styles research It is acknowledged that there are several shortcomings in research contexts of leadership styles research in hospitality. Several studies examined were conducted in China and USA. There very limited studies on leadership in hospitality from the developing and emerging nations as well as Page 19 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 20 other developed countries, such as Turkey, South Korea, Egypt, Italy, Germany, and Greek. These destinations are important in the international tourism and hospitality sector. Additionally, most of the leadership studies have been conducted in hotels. Future research should consider resorts, leisure, conventions, motels, and restaurants, specifically small and medium enterprises, targeting multiple sources including employees, customers, and managers. In order to handle the weaknesses of the study designs, our review suggests integrating qualitative methods (e.g., focus group, case study, ethnography, interview, observation, and Delphi technique) and quantitative methods (e.g., questionnaire, secondary data analysis, and experimental design). This will allow for more in-depth data related to leadership styles in hospitality (e.g., service leadership, paternalistic leadership, safety leadership, environmental leadership, responsible leadership, humor leadership, Pygmalion leadership) from contexts such as restaurants, hotels, or resorts. This is also important to avoid criticisms directed to tourism research for favoring a positivist approach (Yang et al., 2017). Longitudinal designs recommended by many researchers (Chiang and Chen 2020; Hassi, 2019; Lin et al., 2019; Tarkang et al., 2020), are fundamentally required in studies of driving patterns because the cross-sectional study design undermines the causal conclusions derived from the results. 5.3. New research line 3: Theoretical advancement In addition to the importance of investigating the effect of leadership styles on followers' behaviours and outcomes in hospitality, it is critical to consider antecedents of leadership styles. In order to achieve this goal, we need more theoretical perspectives. To broaden the nomological network linked with leadership styles, we recommend integrating different theories in future research. This integration can be between social exchange theory (SET), conservation of resources (COR) theory, social learning theory (SLT), and self-determination theory (SDT). Our review recommends that SLT should be used in future research not only to explain how leadership styles influence followers' behaviors and outcomes, but also as a structure for studying the role of antecedents such as experiences and organizational factors (e.g., culture and policies) in determining leaders' behaviours. COR theory claims, according to Ali et al. (2020), that specific resources (e.g., leadership) nurture future resource gain (e.g., job or personal resources), which then controls employees' attitudes and behaviors in the workplace. Although a number of studies (e.g., Ali et al., 2020; He et al., 2019) focus on the importance of COR theory in explaining how leadership styles influence follower behaviors and outcomes, COR theory has Page 20 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 21 been neglected as a frame for investigating the role of organizational support or resources (e.g., psychological, social, or material) in driving leaders' attitudes and behaviours in the workplace. Overall, using COR theory is important for further research to build a multi-level conceptual model which examines the effect of some antecedents (e.g., organizational support or resources) on leadership style adopted by managers and the impact of leadership style on individuals’ attitudes and behaviors in enterprises. Gui et al. (2021) recommended hospitality researchers to expand the theoretical base of servant leadership by applying COR theory. Integrating theories is very important to build novel complicated and inclusive models on a strong theoretical basis. For example, future research could examine the effect of organizational factors on leaders' behaviours or their leadership styles through the lens of COR theory. Future studies could also test the impact of leaders' behaviours or leadership styles on followers' behaviours or outcomes through the lens of SLT or SET. So, novel conceptual models could be developed from integrating theories. SDT has been utilized by leadership styles research in hospitality. For example, SDT was used to investigate the relationship between safety leadership and employee safety behavior, through mediating mechanism of perceived severity and perceived susceptibility (Zhang et al., 2020). In addition, Kim et al. (2020) utilized SDT to explain why employees may choose to engage in eco-friendly behavior. Nevertheless, we also suppose that there is a gain in employing SDT as a frame for examining the antecedents of different leadership styles. Based on SDT, we can suppose that autonomy of the leader to determine how he/she leads (autonomy), his/her participation in leadership education and training programs (competence) and his/her accessibility to tutors (relatedness) can affect his/her personality traits and leadership behaviours. We claim that the gap in recognizing the antecedents of leadership styles may be due to the absence of a guiding theory, SDT may present the focus required to embark on linking this gap. It is critical to expand research on the FRLT by investigating its antecedents (e.g., organizational factors, personal traits, and characteristics of managers) and outcomes (e.g., sustainability practices) in hospitality. FRLT is made up of the concepts of transformational and transactional leadership, as well as laissez-faire leadership (Luo et al., 2013). Because there are so many different leadership styles, further research is needed to investigate a new 'full-range' model of leadership that incorporates and distills what makes each one unique. For research on leadership style to grow and build a more cohesive grasp of the intriguing topic of leadership, such an integrated 'full-range' model is required (Anderson and Sun, 2017). Page 21 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 22 5.4. New research line 4: Variables in relation to future issues in hospitality context The hospitality setting is influenced by environmental issues, it is critical to consider sustainability initiatives in all sectors (Chon and Zoltan, 2019). However, a limited number of scholars have investigated leadership styles and their association with environmental and sustainability issues. Jang et al. (2017) scrutinized the influence of environmental leadership on stakeholder engagement, environmental sustainability, and financial and non-financial performance in restaurant industry in USA. Kim et al. (2020) also examined the association between environmental-transformational leadership, employees’ environmental beliefs, and organizational citizenship behaviour toward environment in hotels in Thailand. Further analysis of these topics in different contexts would be interesting. Our review also suggests investigating the association between different leadership styles and sustainability initiatives in hospitality sectors. Future scholars should investigate different styles of leadership (e.g., environmental transformational leadership, transactional, and authentic leadership) and their association with the environmental management practices to explore the most effective style for hotel and restaurant environmental management practices. Our recommendation is in line with Kim et al. (2020). Given the importance of responsible leadership in contemporary management, especially due to the crisis of ethics (Frangieh and Yaacoub, 2017), further research is critically needed to develop a unified set of measurement tools (Agarwal and Bhal, 2020; Frangieh and Yaacoub, 2017). Tsui (2020) also makes a call for responsible leadership research at organizational level, specifically on COVID-19 crisis due that “the management literature is rather thin about (responsible) leadership during a crisis”. Our review reveals the leadership styles that have not been rigorously examined in hospitality research with their outcomes or consequences. These include democratic, feminine and masculine, managerial, spiritual, environmental, Machiavellian, bureaucratic, environmental transformational, green transformational, supportive, directive, malevolent, self-centered, seasonal employee, responsible, safety, service, paternalistic, humor, and Pygmalion leadership. In this regard, we strongly suggest that further research can be extended. Further research is encouraged to investigate safety leadership, safety knowledge, and safety motivation post the COVID-19 pandemic in restaurants and resorts and to correlate with employee safety behaviours and customer satisfaction and loyalty. The efficiency of feminine and masculine styles of leadership (Guillet et al., 2019) needs further investigation. Future investigations could examine ethical leadership and its association with work engagement, job Page 22 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 23 embeddedness, high‐performance work practices, job stress, or innovative behavior. This suggestion is consistent with Tarkang and Ozturen (2019) and Tarkang et al. (2020). All studies on empowering leadership were conducted in hotels (e.g., Lin et al., 2019), especially in China (e.g., Chiang and Chen, 2020), thus we encourage researchers to test whether the findings can be replicated in other hospitality organizations and cultural contexts. As suggested by Chiang and Chen (2020), the impact of empowerment leadership on voice behaviour, knowledge sharing, job satisfaction, organizational commitment, and personal efficacy needs further investigation. Our study reinforces the view of Karatepe et al. (2020) that further research is needed to investigate authentic leadership with servant leadership to examine whether servant leadership better explains climate for creativity, management innovation, and innovative behavior than authentic leadership. Furthermore, our review suggests that authentic leadership research is a nascent topic because the first published article is in 2018 (Megeirhi et al., 2018). 5.5. New research line 5: Mediators and moderators Our review concluded that there are many shortcomings in studying mediating and moderating variables in leadership styles research in hospitality. To address the limitations of the lack of research on mediators and moderators, we agree with Ali et al. (2020) that meaningful work can be used as a mediator between spiritual leadership and workplace ostracism, and harmonious work passion can be used as a moderator between spiritual leadership and workplace ostracism. Our review also recommends highlighting the association between participative leadership and organizational citizenship behavior, with the moderating role of employee wellbeing, rational identification, and personality traits, as well as mediating role of job autonomy, intrinsic motivations, and organizational justice climate. This is in line with the recommendation of Bhatti et al. (2019). Our review also suggests that it is necessary to examine the link between i-deals and employee reactions through the moderating effect of transformational leadership behaviour in the hospitality industry. This is consistent with Katou et al. (2020). As recommended by Megeirhi et al. (2018), the causal and directional impact of authentic leadership and negative behaviours through team psychological capital needs further investigation. Future research can look into the effect of authentic leadership on workplace bullying, stress, and deviant behaviours through the moderating role of team psychological capital. Another important suggestion is to measure the impact of transformational, leader– member exchange, ethical, and empowering leadership styles on workplace incivility, employee Page 23 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 24 cynicism, and job search behaviours through the moderating role of team psychological capital (Megeirhi et al., 2018). According to Tuan (2018), future research should look into the effect of paternalistic leadership on extra-role customer service using work engagement as a mediator. Furthermore, the relationship between paternalistic leadership and work engagement through organizational support or service culture as moderators should be researched. On the relationship between paternalistic leadership and job engagement, the moderating influence of employees' emotional intelligence, emotional labor, and emotional weariness should also be investigated. In service contexts, such as hotels, bigger sample size studies on the mediating effect of organizational commitment between employee perceptions of servant leadership and turnover intention may be advantageous (Jang and Kandampully, 2018). There is a crucial need to explore the mediation effect of climate for creativity in the link between servant leadership, management innovation, and inventive behavior, as validated by Karatepe et al. (2020). Other leadership styles could be investigated with service contexts, especially with airline and restaurant services. Future scholars should gather data from multiple sources including managers and employees to examine the mediating mechanism for employee well-being between responsible leadership and task performance (He et al., 2019). Future research should look at the impact of safety leadership on employee safety behavior, as well as the mediation role of belief restoration and the moderation role of perceived risk in the relationship between safety leadership and behavior in various hospitality sectors and cultures. This agrees with Zhang et al (2020). Chiang and Chen (2020) recommend to investigate the association between empowering leadership, and voice behaviour and knowledge sharing, via the mediating mechanism of job autonomy and to make comparison among diverse categories of hotels and hospitality enterprises in different countries. It is also beneficial to examine the moderating role of “power distance” between empowering leadership, and voice behaviour and knowledge sharing. Future study could look at the role of employee creativity, job engagement, job happiness, organizational commitment, and turnover intention in the relationship between humor leadership and organizational performance. We recommend using the measure of Koo et al. (2019). Page 24 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 25 6. Practical implications for hospitality sectors Our study has demonstrated the impacts of different leadership styles from prior research in hospitality and their links with contemporary issues in hospitality. Based on our systematic review for 79 articles in hospitality sectors, we now stipulate practical recommendations for the entire hospitality industry and practitioners. Practitioners need to understand the outcomes of different leadership styles (Hristov et al., 2018). Some styles have negative impacts on organizational success. Malevolent, selfcentered, and autocratic leadership styles can destroy employees' vitality and mental health and increase stress. Passive/avoidance and laissez-faire leadership styles can decrease employees’ extra effort, satisfaction, efficiency, and group effectiveness because a leader ignores responsibilities and hesitates in taking decisions. Hospitality managers should avoid autocratic leadership by not adopting its principles that are autocratic, dictatorial, bossy, and elitist, malevolent leadership principles that are hostile, dishonest, vindictive, and irritable, and selfcentered leadership principles that are self-interested, non-participative, loner, and asocial (Nyberg et al., 2011). Due to the importance of sustainability, creativity, innovation, safety, and business performance in normal and crisis times, we encourage practitioners to adopt some leadership styles. First, environmental leadership which focuses on mobilizing and managing stakeholders inside and outside an organization to accomplish goals and vision associated with environmental sustainability. Second, environmental transformational leadership practices include having a clear environmental vision, serving as a role model for subordinates, demonstrating the significance of sustainability, taking actions related to environmental problems, building confidence in followers’ capabilities, encouraging to ask questions about environment, discussing novel environmental ideas, and providing training and development to handle environmental problems. Third, empowering leadership is very vital to managerial innovation, climate for creativity, employees’ service innovative behavior, and creative improvisation self-efficacy. Hospitality managers could adopt empowering leadership principles through setting high standards for performance by their own behavior, leading by example, encouraging team members to express ideas/suggestions, using the suggestions of other managers to make decisions that affect employees, giving all team members a chance to voice their opinions, helping team members identify areas where they need more training, teaching them how to solve Page 25 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 32 Jang, J., & Kandampully, J. 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Page 37 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management 38 Wu, L. Z., Tse, E. C. Y., Fu, P., Kwan, H. K., & Liu, J. (2013). The impact of servant leadership on hotel employees’ “servant behavior”. Cornell Hospitality Quarterly, 54(4), 383-395. Xie, L., Li, Y., Chen, S. H., & Huan, T. C. (2016). Triad theory of hotel managerial leadership, employee brand-building behavior, and guest images of luxury-hotel brands. International Journal of Contemporary Hospitality Management, 28(9),1826-1847. Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: Literature review. Journal of Management Development, 35(2), 190-216 Yamak, Ö. U., & Eyüpoğlu, Ş. Z. (2018). 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Leadership & Organization Development Journal, 33(1), 86-104. Page 38 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management INTERNATIONAL JOURNAL OF CONTEMPORARY HOSPITALITY MANAGEMENT Author Response Form Dear Prof. Fevzi Okumus, We are very grateful for the constructive comments and opportunity to improve our paper. We have thoroughly revised the manuscript in response to the issues raised and believe it is now a more robust and cohesive piece. The detailed responses to the comments are provided below. This file provides an overview of how the authors addressed each issue. We hope you will find the changes satisfactory and look forward to hearing from you in due course. Suggestions/comments Response from the Author(s) I am willing to accept your article contingent upon you making the following changes/improvements. Thank you very much for your positive evaluation. We have incorporated your additional suggestions in the revised manuscript. 1. Respond to one of our associate editors’ and the reviewers' comments and revise your article accordingly. Thanks so much for your comment. We added 23 recent references from International Journal of Contemporary Hospitality Management. 1. Hoang, G., Wilson-Evered, E., Lockstone-Binney, L., & Luu, T. T. (2021). Empowering leadership in hospitality and tourism management: A systematic literature review. International Journal of Contemporary Hospitality Management. https://doi.org/10.1108/IJCHM-03-2021-0323 2. Arasli, H., Altinay, L., & Arici, H. E. (2020). Seasonal employee leadership in the hospitality industry: A scale development. International Journal of Contemporary Hospitality Management, 32(6), 2195-2215. 3. Bavik, A. (2020). A systematic review of the servant leadership literature in management and hospitality. International Journal of Contemporary Hospitality Management, 32(1), 347-382. https://doi.org/10.1108/IJCHM-10-2018-0788 4. Karatepe, O. M., Aboramadan, M., & Dahleez, K. A. (2020). Does climate for creativity mediate the impact of servant leadership on management innovation and innovative behavior in the hotel industry?. International Journal of Contemporary Hospitality Management, 32(8), 2497-2517. 5. Chen, T. J., & Wu, C. M. (2017). Improving the turnover intention of tourist hotel employees: Transformational leadership, leader-member exchange, and psychological contract breach. International Journal of Contemporary Hospitality Management, 29(7),1914-1936. 6. Chon, K. K. S., & Zoltan, J. (2019). Role of servant leadership in contemporary hospitality. International Journal of Contemporary Hospitality Management, 31(8), 3371-3394. 7. Guillet, B. D., Pavesi, A., Hsu, C. H., & Weber, K. (2019). Is there such a thing as feminine leadership? Being a leader and not a man in the hospitality industry. International Journal of Contemporary Hospitality Management, 31(7), 2970-2993. 8. Hassi, A. (2019). Empowering leadership and management innovation in the hospitality industry context. International Journal of Contemporary Hospitality Management, 31(4), 1785-1800. 9. Huang, J., Li, W., Qiu, C., Yim, F. H. K., & Wan, J. (2016). The impact of CEO servant leadership on firm performance in the hospitality industry. International Journal of Contemporary Hospitality Management, 28(5), 945-968. 10. Koyuncu, M., Burke, R. J., Astakhova, M., Eren, D., & Cetin, H. (2014). Servant leadership and perceptions of service quality provided by front-line service workers in hotels in Turkey: Achieving competitive advantage. International Journal of Contemporary Hospitality Management, 26(7), 1083-1099. 11. Liang, T. L., Chang, H. F., Ko, M. H., & Lin, C. W. (2017). Transformational leadership and employee voices in the hospitality industry. International Journal of Contemporary Hospitality Management, 29(1), 374-392. Page 39 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management INTERNATIONAL JOURNAL OF CONTEMPORARY HOSPITALITY MANAGEMENT Author Response Form 12. Luo, Z., Marnburg, E., & Law, R. (2017). Linking leadership and justice to organizational commitment: The mediating role of collective identity in the hotel industry. International Journal of Contemporary Hospitality Management, 29(4), 1167-1184. 13. Dai, Y. D., Dai, Y. Y., Chen, K. Y., & Wu, H. C. (2013). Transformational vs transactional leadership: which is better?. A study on employees of international tourist hotels in Taipei City. International Journal of Contemporary Hospitality Management, 25(5), 760-778. 14. Mostafa, A. M. S. (2019). Transformational leadership and restaurant employees customer-oriented behaviours: The mediating role of organizational social capital and work engagement. International Journal of Contemporary Hospitality Management, 31(3), 1166-1182. 15. Patiar, A., & Wang, Y. (2016). The effects of transformational leadership and organizational commitment on hotel departmental performance. International Journal of Contemporary Hospitality Management, 28(3), 586-608. 16. Qin, Q., Wen, B., Ling, Q., Zhou, S., & Tong, M. (2014). How and when the effect of ethical leadership occurs?. A multilevel analysis in the Chinese hospitality industry. International Journal of Contemporary Hospitality Management, 26(6), 974-1001. 17. Ruiz-Palomino, P., Hernández-Perlines, F., Jiménez-Estévez, P., & Gutiérrez-Broncano, S. (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 Management, 31(4), 1647-1665. 18. Tromp, D. M., & Blomme, R. J. (2014). Leadership style and negative work-home interference in the hospitality industry. International Journal of Contemporary Hospitality Management, 26 (1), 85-106. 19. Uen, J. F., Wu, T., Teng, H. C., & Liu, Y. S. (2012). Transformational leadership and branding behavior in Taiwanese hotels. International Journal of Contemporary Hospitality Management, 24(1), 26-43. 20. Xie, L., Li, Y., Chen, S. H., & Huan, T. C. (2016). Triad theory of hotel managerial leadership, employee brand-building behavior, and guest images of luxury-hotel brands. International Journal of Contemporary Hospitality Management, 28(9),1826-1847. 21. Wang, Z., & Xie, Y. (2020). Authentic leadership and employees’ emotional labour in the hospitality industry. International Journal of Contemporary Hospitality Management, 32(2), 797- 814. 22. Zhang, J., Xie, C., Wang, J., Morrison, A. M., & Coca-Stefaniak, J. A. (2020). Responding to a major global crisis: The effects of hotel safety leadership on employee safety behavior during COVID-19. International Journal of Contemporary Hospitality Management, 32(11). 3365-3389. 23. Zoghbi-Manrique-de-Lara, P., & Ruiz-Palomino, P. (2019). How servant leadership creates and accumulates social capital personally owned in hotel firms. International Journal of Contemporary Hospitality Management, 31(8), 3192-3211. 2. Include a structured abstract in page 1 of the main document and make sure that it includes all the required subsections including Purpose, Methodology, Findings, Implications and Originality along with key words. Thanks for your comment. Our research has a structured abstract as following; Abstract Purpose - The overall purpose of this critical review is to provide an overview of leadership styles in the hospitality industry. It also demonstrates theories used in hospitality leadership styles research, identifies the main outcomes, and highlights gaps for future research. Design/methodology/approach – We present a comprehensive review of the 79 articles on leadership styles in the hospitality context spanning over 13 years (2008–2020) and extend the scope in distinctive means. Findings – Our review has demonstrated that leadership styles research in hospitality has made progress in the past 13 years; however, there are conceptual and empirical overlaps among different leadership styles in hospitality. There is a lack of research on antecedents and integrating theories in studies. Our review has revealed that several leadership styles have not been rigorously examined in hospitality research with their outcomes. Research limitations/implications – The search strategy used to find articles published in WoS about leadership styles in hospitality was restricted to title to boost the accuracy of the subsequent literature. Page 40 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management INTERNATIONAL JOURNAL OF CONTEMPORARY HOSPITALITY MANAGEMENT Author Response Form Practical implications – By following the guidance presented in this review, we expect to advance and maintain hospitality leadership research to provide substantive insights into the context of hospitality leadership over the coming years. Originality/value – The current research is one of the first studies to systematically review different leadership styles in a hospitality context. We provide a comprehensive projected research agenda to demonstrate theoretical discourses and empirical research. Overall, our critical review presents a holistic idea of the focus of the prior studies and what should be highlighted in future studies. Keywords Leadership styles, Systematic literature review, Hospitality, Hotels, Restaurants Paper type Literature review 3. Make sure to follow IJCHM author guidelines closely: http://emeraldgrouppub lishing.com/products/journals/a uthor_guidelines.htm?id=ijchm F or example, when there are three or more authors, you need to use Adam et al., XXXX (or Adam et al., XXXX) format for the first time and after. Make sure that you should list references within text in an alphabetical order. Thanks so much for your comment. We listed references within text in an alphabetical order and with the recommended style. 4. Revisit the Discussion and Conclusions sections one more time to better answer the "So What" question. There should be four sub-sections under this section: (1) Conclusions, (2) Theoretical Implications, (3) Practical Implications and (4) Limitations and Future Research. Thanks so much. We have the following headings after the part of results; 5. Agenda and call for future research 5.1. New research line 1: Antecedents 5.2. New research line 2: Advancing research contexts and design in leadership styles research 5.3. New research line 3: Theoretical advancement 5.4. New research line 4: Variables in relation to contemporary and future issues in hospitality context 5.5. New research line 5: Mediators and moderators 6. Practical implications for hospitality sectors 7. Conclusion 8. Limitations and future research 5. To strengthen your literature review and theoretical implications, you may like to incorporate more recent and relevant references published in recent months/years. Thanks for your comment. We added 23 recent references from International Journal of Contemporary Hospitality Management and others. 6. Cross check all references within text with your reference list and make sure that all Thanks for your comment. We revised citations and references and all of them are completed. Page 41 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management Fig. 4. Suggestions for future hospitality research in leadership Page 48 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management Table 1 Research questions. Component Research Question Context (C) 1. Which hospitality sectors are analyzed in leadership styles research? What are the research designs employed in research? Interventions (I) 2. What are the dominant leadership styles in hospitality research? Mechanisms (M) 3. What are the theories utilized in research? Outcomes (O) 4. What are the outcomes of each leadership style utilized in the hospitality context? Table 2 Methodology of the systematic review. Database Web of Science Accessed by The Egyptian Knowledge bank Key words “leadership” in combination with a set or keywords related with the sector (hotels, restaurants, hospitality industry, resort, motel, casino, night club, catering and food service business). Inclusion criteria The focus is on leadership styles in the hospitality industry. The English language is used. Easy access to article through EKB. Page 49 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management Table 3 Journals (select) publishing hospitality leadership styles research year (n=79). Journal No. of studies International Journal of Contemporary Hospitality Management 20 International Journal of Hospitality Management 6 Tourism Management 5 Tourism and Hospitality Research 4 Sustainability 4 Journal of Hospitality and Tourism Management 4 Tourism Management Perspectives 3 Leadership & Organization Development Journal 2 Journal of Business Ethics 2 Cornell Hospitality Quarterly 2 International Journal of Hospitality & Tourism Administration 2 Tourism: International Scientific-Professional Journal 2 International Journal of Culture, Tourism and Hospitality Research 1 Work, A Journal of Prevention, Assessment & Rehabilitation 1 International Journal of Organizational Leadership 1 Economic research-Ekonomska istraživanja 1 Asia Pacific Journal of Tourism Research 1 Journal of Hospitality and Tourism Insights 1 Social Behavior and Personality: An international journal 1 Journal of Quality Assurance in Hospitality & Tourism 1 International Journal of Business 1 Journal of Hospitality Marketing and Management 1 Asia Pacific Management Review 1 Personnel Review 1 International Journal of Intercultural Relations 1 Organizational Psychology 1 Tourism and Hospitality Management 1 Journal of Contemporary Issues in Business and Government 1 Anatolia 1 Journal of Public Affairs 1 South African Journal of Business Management 1 Page 50 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management Table 4 Classification of articles based on hospitality sectors. Chapter in Book Series: Advances in culture, tourism and hospitality research. Emerald Group Publishing Limited. 1 Research Note in Book Series: Advances in Hospitality and Leisure, Emerald Group Publishing Limited 1 Chapter in Book Series: Advances in hospitality and Leisure, Emerald Group Publishing Limited. 1 Proceedings of the 6th International Management Conference: Approaches in Organizational Management 1 Field of hospitality No. of studies % Hotels 69 87.3 Restaurants 4 5 Hotels & restaurants 2 2.5 Hotels & golf clubs 1 1.3 Hotels & resorts 1 1.3 Hotels & catering companies 1 1.3 Lodging & foodservice 1 1.3 Total 79 100% Table 5 Areas and samples of qualitative and quantitative studies. Number of studies Method Location Sample Qualitative Country/region Asia USA China Grenada Not specified Sample Managers Employees 1 1 1 1 1 3 1 Page 51 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management Employees and food producers Quantitative Country/region China India Spain Australia USA Pakistan South Korea Egypt Turkey Northern Cyprus Cameroon Thailand Indonesia U.K. Netherlands Cyprus Vietnam Sweden, Poland, Italy Palestine Iran Morocco Malaysia Germany Romania Greek Jordan Sample Employees Managers Supervisors and subordinates Managers and employees Managers and customers Employees and customers Supervisors, employees, and customers 26 4 4 4 3 3 3 2 2 2 2 2 1 1 1 1 1 1 1 1 1 1 1 1 1 1 1 40 15 8 5 1 1 1 Page 52 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management Mixed-method Country/region Not specified USA Turkey 1 1 1 Total 79 Table 6 Leadership styles investigated in published hospitality studies. Leadership style No. of studies % Transformational leadership 29 25.6 Servant leadership 14 12.4 Transactional leadership 12 10.6 Laissez-faire leadership (Non-transactional or Non-leadership). 7 6.2 Empowering leadership 6 5.3 Charismatic leadership 5 4.4 Authentic leadership 5 4.4 Autocratic leadership 4 3.5 Ethical leadership 4 3.5 Participative leadership 3 2.7 Passive/avoidance leadership 2 1.8 Democratic leadership 2 1.8 Feminine & masculine leadership 2 1.8 Managerial leadership 1 0.88 Spiritual leadership 1 0.88 Environmental leadership 1 0.88 Machiavellian leadership 1 0.88 Bureaucratic leadership 1 0.88 Environmental-transformational leadership 1 0.88 Green transformational leadership 1 0.88 Supportive leadership 1 0.88 Directive leadership 1 0.88 Malevolent leadership 1 0.88 Self-centered leadership 1 0.88 Seasonal employee leadership 1 0.88 Page 53 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management Responsible leadership 1 0.88 Safety leadership 1 0.88 Service leadership 1 0.88 Paternalistic leadership 1 0.88 Humor leadership 1 0.88 Pygmalion leadership 1 0.88 Total 113 100% Note: More than one leadership style can be considered in one single study. Table 7 Theories utilized in hospitality leadership styles research. Theory used No. of studies % Social exchange theory 17 16.2 Transformational leadership theory 8 7.6 Servant leadership theory 7 6.7 Conservation of resources theory 6 5.7 Social learning theory 5 4.8 Self-determination theory 5 4.8 Path–goal theory 3 2.9 Full factor OR Full-range leadership theory 3 2.9 Upper echelon theory 3 2.9 Charismatic leadership theory 2 1.9 Authentic leadership theory 2 1.9 Leadership theory 2 1.9 Need theory 2 1.9 Value theory 1 0.95 Spiritual leadership theory 1 0.95 Stakeholder theory 1 0.95 Perceived supervisor support 1 0.95 Behavioral theory 1 0.95 Ethical leadership theory 1 0.95 Self-enhancement theory 1 0.95 Social identity theory 1 0.95 Creativity theory 1 0.95 Social cognitive theory 1 0.95 Transactional leadership theory 1 0.95 Page 54 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60 International Journal of Contemporary Hospitality Management Contemporary leadership theories 1 0.95 Positive psychological theories 1 0.95 Social contagion theory 1 0.95 Innovation theory 1 0.95 Organizational creativity theory 1 0.95 Cultural psychology theory 1 0.95 Person-environment fit theory 1 0.95 Person-situation interactionist theory 1 0.95 Motivational theory 1 0.95 Item response theory 1 0.95 Effort-recovery theory 1 0.95 Demand-control-support theory 1 0.95 Grounded theory approach 1 0.95 Iso-strain theory 1 0.95 Herzberg’s motivation theory 1 0.95 Psychological contract theory 1 0.95 Work engagement theory 1 0.95 Feedback system theory 1 0.95 Self-efficacy theory 1 0.95 Agency theory 1 0.95 Role theory 1 0.95 Triad communication theory 1 0.95 Service profit chain theory 1 0.95 Trickle-down model of leadership 1 0.95 Implicit leadership 1 0.95 Theory of androgyny 1 0.95 The S-D logic 1 0.95 Trust transfer theory 1 0.95 Pygmalion leadership theory 1 0.95 95 Note: More than one theory can be considered in one single study. Page 55 of 55 http://mc.manuscriptcentral.com/ijchm International Journal of Contemporary Hospitality Management 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56 57 58 59 60