The Effect of Relational Leadership on Empowerment, and Organizational Commitment: Focus on the Relationship between Owner and Manager in Chinese Restaurant Context

관계지향적 리더십이 임파워먼트와 조직몰입에 미치는 영향 - 중식당 소유주와 지배인 간의 관계를 중심으로 -

  • Byun, Gwang-In (Dept. of Food Service Planning & management, Sejong Cyber University) ;
  • Choi, Soo-Keun (Dept. of Food Technology & Food Service Industry, Yeungnam University)
  • 변광인 (세종사이버대학교 외식창업경영학과) ;
  • 최수근 (영남대학교 식품외식학부)
  • Published : 2005.10.31

Abstract

This research is to examine the structural relationships between transformational/transactional leadership, empowerment, relationship quality, and organizational commitment in Chinese restaurant context. In order to empirically investigate the proposed model, the data were collected from 188 respondents randomly selected from among the managers who work in 188 Chinese restaurants in Seoul and Kyonggi-do, which registered in Korean Food Central Association, korean foodservice management Association, Menupan.com We choose to limit our investigation to luxury Chinese restaurants where the average check is above 12,000 won. The survey was executed during two-week period in the autumn of 2004. The findings and discussion are as follows: First, intellectual stimulus behavior of transformational leadership had a positive effect on empowerment. Second, contingent reward leadership had a positive effect on empowerment. Third, empowerment had a positive effect on affective organizational commitment. Fourth, empower had a negative effect on continuous organizational commitment. Fifth, intellectural stimulus behavior of transformation leadership had a positive effect on affective organizational commitment indirectly and had a negative effect on continuous organizational commitment indirectly through mediating role of empowerment. Finally, contingent reward leadership had a positive effect on affective organizational commitment indirectly and had a negative effect on continuous organizational commitment indirectly through mediating role of empowerment. At the end of this paper, managerial implications, discussions, and limitations and future research directions are presented.

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