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Cited by 61Employee Performance and LeadershipCollaboration in agile enterprisesJob Satisfaction and Organizational Behavior

The Effect of Transactional Leadership on Organizational Agility in Tourism and Hospitality Businesses: The Mediating Roles of Organizational Trust and Ambidexterity

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Khairy, Hazem Ahmed, Baquero, Asier, Al-Romeedy, Bassam Samir·2023·Sustainability
DOI 10.3390/su151914337
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Abstract

The tourism and hospitality industry is dynamic, so it demands agility to gain a competitive edge. This paper aims to examine the effect of transactional leadership on organizational agility in the tourism and hospitality industry. It also investigates the roles of organizational trust and ambidexterity as mediators by adopting the resource-based view (RBV). This study’s data are collected from the full-time employees working in category (A) travel agencies and five-star hotels operating in Egypt. The PLS-SEM approach was used to analyze 532 valid responses using WarpPLS 7.0. The findings showed that there is a positive relationship between transactional leadership and organizational agility, as well as positive relationships between transactional leadership with organizational trust and ambidexterity. Organizational trust and ambidexterity were also found to have positive relationships with organizational agility. Moreover, the findings revealed that organizational trust and ambidexterity play a mediating role between transactional leadership and organizational agility. According to the results, setting specific, measurable, achievable, relevant, and time-bound (SMART) goals is a key aspect of transactional leadership. Managers can collaborate with employees to set goals aligned with organizational agility, encouraging them to proactively identify and seize opportunities.

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  • Reward systems play a key role in motivating employees and running an organisation.

    “In both government and non-governmental establishments, reward systems play a key role in motivating employees and running an organisation.”

    From Rewards and Employee Performance in Government Agencies: Evidence from Kampala Capital City Authority (KCCA), Uganda (2026) · cites this paper as Khairy et al., 2023

    Section 2.1 says contingent rewards motivate employees and help leaders maintain stability and established procedures; Section 7 describes rewards as a way to encourage organisational agility. The paper concerns tourism and hospitality businesses, so it does not establish the claim across both government and non-government establishments. Page numbers were not supplied. (LLM, conf=0.84)

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8 of the 78 references couldn’t be matched to a known paper.

Research works printed but not linked: 16

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  2. Aftab, S.; Saleem, I.; Belwal, R. Levelling up or down: Leader's Strategies to Encounter Downward Envy in Family-Owned Software Houses. Asia-Pac. J. Bus. Adm. 2022. ahead-of-print. [CrossRef] · DOI
  3. Kalsoom, Z.; Khan, M.A.; Zubair, D.S.S. Impact of Transactional Leadership and Transformational Leadership on Employee Performance: A Case of FMCG Industry of Pakistan. Ind. Eng. Lett. 2018, 8, 23-30.
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  6. Ghadampour, E.; Zandkarimi, M. The Study Relationship between Transformational Leadership and Organizational Agility with Role Knowledge Sharing of the Mediator. Sch. Adm. 2019, 7, 212-235.
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  8. Solaja, O.M.; Ogunola, A.A. Leadership Style and Multigenerational Workforce: A Call for Workplace Agility in Nigerian Public Organizations. Leadership 2016, 21, 46-56.
  9. Patterson, T.L. An Exploratory Study of Leader Development for Army Officers. Ph.D. Dissertation, Northcentral University, Scottsdale, AZ, USA, 2017.
  10. Akkaya, B.; Tabak, A. The Link between Organizational Agility and Leadership: A Research in Science Parks. Acad. Strateg. Manag. J. 2020, 19, 1-17.
  11. Odumeru, J.A.; Ogbonna, I.G. Transformational vs. Transactional Leadership Theories: Evidence in Literature. Int. Rev. Manag. Bus. Res. 2013, 2, 355.
  12. Sundi, K. Effect of Transformational Leadership and Transactional Leadership on Employee Performance of Konawe Education Department at Southeast Sulawesi Province. Int. J. Bus. Manag. Invent. 2013, 2, 50-58.
  13. Prange, C.; Heracleous, L. (Eds.) Agility. X: How Organizations Thrive in Unpredictable Times; Cambridge University Press: Cambridge, UK, 2018.
  14. Kumkale, ˙I. Field Study to Evaluate the Effect of Strategic Leadership and Organizational Ambidexterity on Organizational Agility. In Organizational Mastery: The Impact of Strategic Leadership and Organizational Ambidexterity on Organizational Agility; Springer Nature Singapore: Singapore, 2022.
  15. Udin, U.D.I.N.; Dananjoyo, R.; Isalman, I. Transactional Leadership and Innovative Work Behavior: Testing the Mediation Role of Knowledge Sharing in Distribution Market. J. Distrib. Sci. 2022, 20, 41-53.
  16. Cochran, W.G. Sampling Techniques, 2nd ed.; John Wiley and Sons, Inc.: New York, NY, USA, 1963.

Cited by

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Authors
Khairy, H. A., Baquero, A., & Al-Romeedy, B. S.
Affiliations
  • University of Sadat City (EG)
  • Universidad Internacional de La Rioja (ES)
  • Tourism Studies Department, Faculty of Tourism and Hotels, University of Sadat City, Sadat City 32897, Egypt
Corresponding author
Khairy, Hazem Ahmed
ORCID
Venue
Sustainability
Publisher
MDPI AG
Published
2023-09-28
Volume
15
Issue
19
Pages
14337
ISSN
2071-1050 (ISSN-L)
DOI
10.3390/su151914337
OpenAlex
W4387140342
Cited by
61
References
78
Citations by year
2026: 23 · 2025: 21 · 2024: 15 · 2023: 2
FWCI
17.74
Type
journal article
Language
en
Open access
Licence
Locations
  • Sustainability (publishedVersion, cc-by)
  • Re-Unir (International University of La Rioja) (submittedVersion, other-oa)
  • RePEc: Research Papers in Economics (submittedVersion)
Topics
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Employee Performance and Leadership
  • Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Collaboration in agile enterprises
  • Social Sciences › Business, Management and Accounting › Organizational Behavior and Human Resource Management › Job Satisfaction and Organizational Behavior
Keywords
transactional leadership, organizational agility, organizational trust, organizational ambidexterity, tourism and hospitality industry, travel agencies, five-star hotels, SMART goals, resource-based view, mediating effect

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