The Power of Social Network on Leadership Performance: A Case of Vietnamese Hotel Management

• Main Authors: Ngo, Thi Thanh Thuy, 吳明安
• Other Authors: Teresa L.Ju
• Format: Others
• Language: en_US
• Published: 2015
• Online Access: http://ndltd.ncl.edu.tw/handle/72w396

碩士 === 龍華科技大學 === 資訊管理系碩士班 === 103 === Leadership performance is critical for the success of any organization. By focusing on small-to-medium hotels in Vietnam, this study investigates the moderating role of social network on the relationship between leadership style and leadership performance. Prior research on leadership performance models has predominately focused on personal attributes such as personality traits, personal skills, expert knowledge, overlooking the important role of social network. This study examines the integrated influence of personal attributes and social network on leadership performance. Based on the Capability Model and combined with the Social Capital Theory, we develop a model suggesting that social network acts as a moderator between leadership style and leadership performance. Data collected from 218 managers of the small-to-medium sized hotel in 5 provinces in Vietnam, and study results showed the strong support for the research model. The results of this study indicated that leadership competencies influence leadership style and leadership performance heavily influenced by both leadership style and leader’s social network. This study provides a better understanding of the relation between social network and leadership performance. The implications for theory and practice and suggestions for future research are also discussed.