Applying competing values framework to Jordanian hotels

ABSTRACT

This paper aims at deepening our understanding of organizational values and leadership in 3–5 star rated hotels in Jordan. This would be achieved through using the Competing Values Framework multidimensional instrument, to which 140 individuals responded. Cluster analysis was conducted to categorize responses into distinct groups of clear leadership roles and organizational culture models. The most dominant leadership roles were monitor, innovator, and mentor; also, there was an obvious presence of Open System and Human Relations Models. That was expected since most of respondents were in supervisory and non-managerial levels. Moreover, the absence of the Rational Goal Model indicates that Jordanian hotels should consider motivating staff more through personal achievement, recognition, growth, promotion, and providing opportunities for advancement.

KEYWORDS:

• Competing value framework
• organizational culture
• leadership roles
• leadership effectiveness
• archaeological sites
• Jordanian tourism

Disclosure of potential conflicts of interest

No potential conflict of interest was reported by the author(s).

Additional information

Notes on contributors

Sultan Nayef Abu Tayeh

Sultan Nayef Abu Tayeh, Professor in School of Business/Department of Public Administration, University of Jordan-Amman/Jordan. A graduate of State University of New York. Research interests are in organizational behaviour and leadership effectiveness.

Mairna Hussein Mustafa

Mairna Hussein Mustafa, Associate professor in Queen Rania Faculty of Tourism & Heritage/ Hashemite University-Zarqa/Jordan. Research interests and published works are mostly in: behaviour of tourists in archaeological sites, tourism education, sociocultural impacts of tourism, and cultural heritage, also ancient symbolism.