Leadership and Organization Culture among Jordanian Hotels

The current study deals with leadership (L) issues extrapolated from managers' and employees' viewpoints in different Jordanian 4-star local hotel contexts in relation to the organizational culture (OC) shown in the literature. The paper’s research problem is low local hotel performance, represented by low occupancy rates since 2005, as seen in statistics (MOTA, 2020). Moreover, anecdotes from practitioners and professionals confirmed this phenomenon, relating it to local hotels’ leadership and organizational culture. The significance of this case is that it has been a continuous occurrence throughout recent years. That is why the paper’s objectives were to investigate the issues of leadership within the 4-star hotels’ contexts and to relate it to the construct of organizational culture demonstrated in the literature as part of a long process of future investigations related to this subject. Given the limited literature on these topics, this study took an explorative approach, delving into the perceptions and viewpoints of managers and employees of local hotels. The study's use of a qualitative approach allowed for a deep understanding of the issues. The methodology employed was inductive, based on interpretive epistemology and constructivist ontology. Data was gathered and analyzed using semi-structured open-ended interviews and thematic analysis, enabling a thorough exploration of the subject and instilling confidence in the research's validity. Several practical recommendations were suggested based on the study's findings and the concept of organizational culture seen in the literature. Edgar Schein (2004), Bass, & Avolio (1993) are known as prominent researchers and authors on the topic of “Organization Culture”. As they put it, leadership generates the organizational culture within a firm. Therefore, what is found from the current research concerning the participants' perceptions reflects a deep problem of leadership understanding rooted in the national culture and manifests in the organizational culture. These recommendations, if implemented, could potentially address the issues identified in this study, offering hope and optimism for the future of Jordanian 4-star hotels. The potential impact of these recommendations is significant, offering an optimistic outlook for the future of the hospitality industry in Jordan.