This paper investigates the relationship between transformational leadership and job satisfaction of hotel employees working on non-luxury hotels (3/4 star hotels) in Athens, Greece. Although literature suggests that types of leadership affect job satisfaction on hotels, their effects on non-luxurious city hotels are not researched. This research aims to respond to this need, providing data on the influence of types of leadership on job satisfaction in non-luxurious city hotels. The research used a questionnaire that measured the job satisfaction of participants through the Job Satisfaction Survey questionnaire which relies on several dimensions. The analysis demonstrated an overall satisfaction of the participants regarding their workplace and working conditions. Contrary to the luxurious hotels where transformational leadership is clearly perceived by employees, the research results indicated that employees recognize managers’ striving for effective co-operation within the company. This paper will examine the contribution of types of Leadership to Job Satisfaction, shaping the prospects for improving the efficiency and effectiveness of employees in the Tourism Sector. The results of the study confirmed previous findings, according to which certain types of Leadership are positively correlated with Job Satisfaction. This knowledge can greatly improve the management of human resources in the hotel sector.

Seasonality and its impact on staff turnover and conflict within the workplace is one of the most crucial issue that seasonal hotels are called to deal with. The purpose of this study is to examine the effect that workplace conflict and turnovers have on service quality of seasonal hotels in Greece. The outcome of the research indicated that hotel management’s policy in resolving conflicts affects mainly job turnover rather than the frequency of conflicts. In fact, it was found that cooperation strategies are likely to reduce employee turnover through the resolution of conflicts, while enforcement/competition or avoidance strategies enhances the possibility of employee turnover. Finally, it was found that service quality was not related to either the intention to leave or the manifestation of conflicts.

The purpose of the paper is to investigate the interaction of human resource management, strategic leadership, role conflict, job commitment, and job stress of employees in a public tourism organization. The value of this paper lies in the fact that human resources are undoubtedly the most important asset for both private tourism businesses and public tourist organizations (Ntalakos, Belias, & Koustelios, 2022a; Ntalakos, Belias, & Tsigilis, 2022b; Belias & Trihas, 2022a). The success or failure of the goals set by the respective administration depends on this. The above variables interact with each other and affect employee performance, as strategic leadership decisions will affect job stress and job commitment (Belias, Rossidis, Sotiriou, & Malik, 2022). The empirical data used in this paper has been derived from quantitative research which occurred in a sample of 190 persons working in hotels. The outcome of the research is that strategic leadership has an effect on work stress, while it also affects job commitment and the lack of a sense of belonging to the organization. Furthermore, role conflicts affect both job commitment with work stress, while work stress has also an effect on job commitment. An important conclusion is that work stress is not a moderator variable for the examined relationships. Based on the outcome of the research, the recommendation is that public Greek organizations need to empower their human resource management so to increase the job commitment and the leadership capacity of their employees but also to make sure that the work environment is able to reduce stress.

The present study examined job satisfaction within the hotel industries from the perspective of ambiguity, role conflict and job autonomy, as well as their interactions. Structurally, the analysis begins with the presentation of the general theoretical framework, followed by the quantitative investigation of the aforementioned relationships and the verification of the research hypotheses. The existence of a negative relationship between role conflict and job ambiguity with job satisfaction, was partially confirmed, whereas role conflict had low, positive relationship with job satisfaction. Furthermore, autonomy did not play a regulatory role in the relationship between conflict and job ambiguity and job satisfaction.