A Study of Leadership Styles of Managers in Hospitality and Entertainment Business Firms
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Abstract
This study examines the types of leadership styles exhibited by managers in hospitality and entertainment business organisations in India and their impact on employee motivation, organisational culture and service quality. A mixed-methods approach was adopted, as data were collected from mid-level and senior managers in leading Indian firms in the sector. Thus, research-constant leaders based on transformational and Lyne theory of transactional leadership and compared with Russian business leaders. The paper provides contributions to cross-cultural management literature in demonstrating how a context relevant within the dynamic landscape of India's service economy may provide lessons of contrast and learning to counterparts within comparable sectors in Russia. It further examines how socio-cultural norms set by employee expectations and post-pandemic recovery strategies can constrain or enable leadership effectiveness, based on context. The study generates practical implications for leaders navigating in emerging markets through balancing global knowledge with regional practices. The results are significant for scholars, practitioners, and policy-makers studying the evolution of leadership in transitional economies.