Emotional intelligence and mentoring in hotel organizations: the impact on supervisor’s transformational leadership

Purpose This study addresses the need to empirically investigate the relationships between emotional intelligence competencies (self-awareness, self-regulation, motivation, empathy and social skills), mentoring and transformational leadership in hotel organizations giving emphasis to the supervisor–subordinate relationship. Design/methodology/approach We analyze survey data from 350 managers representing 175 Greek and Cypriot four- and five-star hotels. Participants were employed at different hierarchical levels and departments, mainly in human resources, sales and marketing. The questionnaires were distributed to the respondents with the assistance of the HR department in each hotel organization. Data were collected by using a structured questionnaire based on validated scales measuring the subordinates’ perceptions for the following: (1) supervisor’s emotional intelligence, (2) supervisor’s mentoring and (3) supervisor’s transformational leadership. Findings Our findings show positive relationships between key emotional intelligence components such as empathy and motivation, mentoring and transformational leadership. Hotel managers who understand the role of emotional intelligence can appreciate the emotional needs of their team members, offer mentoring, develop their transformational leadership based on individualized consideration and work in a collective manner. Practical implications Practically, these findings suggest that hotel organisations should focus on developing supervisors who demonstrate transformational leadership behaviors using emotional intelligence competencies and enhance their intellectual stimulation and individualized consideration. Originality/value Theoretically, this study contributes by offering a greater theoretical development and empirical evidence of the relationships between emotional intelligence, mentoring and transformational leadership in hotel organizations. Moreover, it provides a deeper understanding of the hotel managers’ impact on their subordinates’ emotions, behaviors, work practices and performance and, consequently, team and organizational effectiveness.