LEADERSHIP ROLE IN TOURISM COMPANIES TO ACHIEVE LOYALTY AMONG SUBORDINATES (JORDAN CASE STUDY)
LEADERSHIP ROLE IN TOURISM COMPANIES TO ACHIEVE LOYALTY AMONG SUBORDINATES (JORDAN CASE STUDY)

Summary/Abstract: This study aimed to identify the extent of the Jordanian tour application of transformational, transitional and laissez-faire leadership, and the relationship of these kinds in achieving job loyalty. The main findings of the study indicate that there is a transformative, reciprocity and undemanding leadership to the managers of Jordanian tourist companies, with the exception of some parts as they do not take into account the moral and ethical consequences of decisions, they do not wait for the situations to deteriorate before taking an action, and they do not wait for the problems to become chronicle before taking a stand. And there is a direct correlation between transformational and transactional leadership and between the emotional loyalty, ethical loyalty and devotion. But there is no relationship between laissez-faire leadership and between the emotional loyalty, ethical loyalty and devotion. The study recommended Jordanian tour companies to urge its managers to take into account the moral and ethical consequences of decisions, and to focus their attention entirely on handling mistakes, complains and complaints and failures, to urge and assist its managers in finding suitable mechanism to trace all errors that occur in their regions of responsibility.

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