Transformational leadership, organizational culture, and employee job satisfaction: an exploratory case study of a hotel group

Lorena Dadić Fruk; Dragan Drlja

doi:10.71159/bizinfo260026D

Authors

Lorena Dadić Fruk University of Rijeka, Faculty of Tourism and Hospitality Management, Opatija, Croatia
Dragan Drlja Independent Researcher, Croatia

DOI:

https://doi.org/10.71159/bizinfo260026D

Keywords:

transformational leadership, organizational culture, job satisfaction, exploratory case study, hotel group

Abstract

This exploratory case study examines the relationships among transformational leadership, organizational culture, and employee job satisfaction within a single hotel group. The study applied a quantitative research design using data collected through a structured questionnaire administered to 35 employees. Descriptive statistics and correlation analysis were used to examine employees’ perceptions of the three constructs and the associations among them. The findings indicate moderately positive perceptions of transformational leadership, organizational culture, and job satisfaction. Statistically significant positive associations were identified among all three variables. Transformational leadership was positively associated with both organizational culture and job satisfaction, while organizational culture was also positively associated with job satisfaction. The strongest relationship was found between transformational leadership and organizational culture. Given the small sample and single-organizational setting, the findings should be interpreted as context-specific and exploratory rather than representative of the wider hospitality industry. Nevertheless, the study offers practical insight for hotel management by highlighting the importance of supportive leadership, clear communication, shared organizational values, employee participation, and development opportunities in creating a more favourable work environment.

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