Browsing by Author "Kunihira Lilian"

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    Leader-Member Relations, Task Structure, Position Power, and Leadership Effectiveness in the Hospitality and Tourism Industry of West Nile Region.
    (Makerere University Business School, 2025-11-19) Kunihira Lilian
    The hospitality and tourism sector is a vital driver of economic growth, particularly in regions like West Nile, Uganda, where it not only creates employment opportunities but also supports broader community development. Despite this potential, the sector continues to face persistent challenges such as inadequate infrastructure, high staff turnover, and limited leadership training factors that undermine both organizational performance and service delivery. This study examined how leader–member relations, task structure, and position power shape leadership effectiveness within the hospitality and tourism industry of West Nile. A quantitative cross sectional approach was employed, drawing data from 123 hospitality establishments using structured questionnaires. The responses were analyzed with SPSS version 25. The findings revealed that leader–member relations (r = 0.550, p < 0.01) and task structure (r = 0.560, p < 0.01) were both strongly and positively associated with leadership effectiveness. Regression analysis showed that task structure (β = 0.415, p < 0.001) and leader–member relations (β = 0.317, p < 0.001) significantly predicted leadership effectiveness, jointly accounting for about 45.7% of the variance. While position power was positively related, it did not emerge as a standalone predictor (β = 0.111, p = 0.114). However, moderation analysis indicated that position power enhanced the influence of task structure on leadership effectiveness (β = 0.242, p = 0.044), though it had minimal effect on the relationship between leader–member relations and effectiveness (β = 0.005, p = 0.943). In essence, the results underscore that leadership effectiveness in West Nile’s hospitality sector is primarily driven by strong leader–team relationships and well-defined task structures. Although formal authority plays a less direct role, it becomes important when tasks are clearly structured. Based on these insights, the study recommends leadership development programs that strengthen interpersonal skills, enhance task management, and encourage the strategic use of positional authority to improve organizational performance.