Ugandan hotel employeeinnovativeness: the roleof transformational leadershipand cultural intelligence
DOI:
https://doi.org/0.1108/inmr-12-2022-0164Palabras clave:
Transformational leadership, Cultural intelligence, Employee innovativeness, Hotel, UgandaResumen
PurposeThis study aims to determine the indirect influence of transformational leadership on cultural intelligence and employee innovativeness in the context of Ugandan hotel employees.
Design/methodology/approachWe employed a cross-sectional correlational design to collect and analyze data from 285 hotel employees. We tested for the mediation effect of cultural intelligence in the relationship between transformational leadership and employee innovativeness using Hayes’ PROCESS macro version 4.2 model 4.
FindingsThe findings indicate a positive relationship between transformational leadership, cultural intelligence and employee innovativeness. Results further indicate that cultural intelligence partially mediates the relationship between transformational leadership and employee innovativeness.
Research limitations/implicationsEmpirically, we add to the existing findings that have established a positive relationship between cultural intelligence, transformational leadership and employee outcomes. More insightfully, results provide evidence of the indirect role of transformational leadership in this relationship. Practically, since hospitality is a multicultural setting, employees with high cultural intelligence adjust quickly as they interact with guests from different cultures.
Originality/valueThe study established the mechanisms under which transformational leadership influences the relationship between cultural intelligence and employee innovativeness.
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Derechos de autor 2025 Moses Kisame Kisubi, Veronica Mukyala, Rehema Namono

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