The Influence of Leadership Style on Restaurant Service Sabotage Behaviors

• Main Authors: Wei-Ling Liu, 劉韋伶
• Other Authors: Lou-Hon Sun
• Format: Others
• Language: zh-TW
• Published: 2014
• Online Access: http://ndltd.ncl.edu.tw/handle/87009081588569028397

碩士 === 國立高雄餐旅大學 === 餐旅管理研究所 === 102 === Service sabotage is a prevalent phenomenon in the restaurant industry and severely impacts on service quality. In order to avoid the occurrence of sabotage behaviors, previous studies about service sabotage on leadership indicated that the greater the employees’ perceptions of supervisor surveillance during service, the lower the frequency of service sabotage. Also, the manager is the most important person who has influenced on behavior of employee in the organization. Therefore, this study aimed to analyze the influence of leadership style on employees’ sabotage behaviors in the restaurant. Questionnaires were collected from college students who had one-year internship experience in the restaurant industry and issued to ten colleges from Taiwan by purposive and stratified sampling method. As a result, 436 valid samples were accumulated with 73.34% response rate. The result demonstrated that initiating structure and consideration leadership style were negative related to restaurant service sabotage behavior. Interestingly, found the initiating structure leadership style had a higher negative correlation on the dimensions of “simplifying service procedure” and “treating customers coldly” than the considerate leadership style. Conversely, dimensions of “avoiding customers’ demands”, “interrupting customer” and “changing ambiance” were more easily managed when employing the consideration leadership style. Besides, it is divided into four leadership types to discuss a relationship with restaurant service sabotage behaviors and found the low initiating structured and low considerate leadership easily engaged in sabotage behavior from employee. In addition, male employees in the industry seem more prone to service sabotage behaviors than females. This indicates a possibility that is that a sub-cultural prevalence exists in organizations.