Value-Based Leadership and Employee Performance of Luxury Hotels in South-South, Nigeria

The study examined the relationship between value based leadership on the performance of employees in luxury hotels in south-south of Nigeria. Identifying and channelling the influences of the ‘moderating effect' leadership intelligence emotional, cognitive and social elements of leadership capacity was also explored. It breaks down employee performance into three dimensions: Task performance, contextual performance, and adaptive performance, giving a more detailed view into workplace behaviours. A cross-sectional research design with quantitative method was used and the data were gathered via a structured copy of questionnaire administered to the employees of selected luxury hotels. A total of 298 sets of questionnaires were randomly distributed, with 268 usable completed and analyzed, accounting for an 89.3% return rate. Because of the small sample size, the study used a partial least-squares structural equation modeling (PLS-SEM) technique with SmartPLS and SPSS software packages for evaluating the measurement model and structural model, respectively. The findings indicated that all dimensions of value-based leadership including ethical leadership, authentic leadership had the statistical significance in relation to employee performance. The study suggested, among others that, the institution of hotel management programs should foster ethical leadership in promoting fairness, transparency, and accountability.