Leadership Power for Sustainable Performance of Zero-rated Hotels in Eldoret, Kenya

Abstract

The hospitality industry, particularly zero-rated hotels, operates within a complex framework where power dynamics significantly influence organizational behavior and sustainable performance. This study delved into the intricate interplay of leadership power bases, specifically positional and personal powers, within the context of zero-rated hotels in Eldoret town, uncovering their impact on sustainable performance. Grounded in the Contingency theory and Sustainable Balanced Scorecard framework, the research employed a mixed-method approach, combining self-reported questionnaires and nominal group discussions. Results highlighted the pervasive misuse of legitimate, reward, and coercive power, hindering sustainable performance. Expert power emerged as a positive influencer, fostering a culture of learning and collaboration, while referent power faced skepticism. Information and connection power, when misused, create imbalances and conflicts. Multiple regression analysis results confirmed that both positional power (β=-.416, p=.004) and personal power (β=-.478, p=.001) impacted hotel sustainable performance negatively. The study recommends leadership development, transparent communication, fairness, employee empowerment, positive interpersonal relationships, continuous learning, and employee well-being initiatives to address power dynamics and enhance sustainable performance in zero-rated hotels. These findings have significant implications for organizational strategies and policies, emphasizing the need for ethical leadership and inclusive practices to foster a conducive environment for long-term success in the hospitality sector.