The relationship between transformational leadership, organizational identification, and job stress in hotel enterprises

This study was conducted to examine the effects of employees' perceptions of transformational leadership on organizational identification and job stress levels in five-star hotel businesses. While the primary focus was on the potential of transformational leadership to enhance employee commitment and reduce stress levels, the mediating role of organizational identification in this relationship was analyzed through structural equation modeling (SEM). Additionally, differences in perceptions of these three constructs were evaluated based on employees' individual (gender, age, education, marital status, tenure) and organizational (department, position, salary, ownership type, tourism education) characteristics. The research was carried out with data obtained via a questionnaire administered to 848 employees working in five-star hotels in Alanya, Antalya. The data were analyzed using descriptive statistics, t-tests, one-way ANOVA, Pearson correlation analysis, and SEM. Validity was tested through confirmatory factor analysis (CFA), and reliability was assessed using Cronbach's alpha coefficients. The findings revealed that hotel employees generally perceived transformational leadership positively, with such leadership strengthening organizational identification and directly reducing job stress. It was also found that transformational leadership indirectly influenced job stress through identification. However, organizational identification was found to have a positive effect on job stress, suggesting that a high sense of belonging may increase stress through the pressure of responsibility. Demographic analyses indicated that variables such as department, position, salary group, ownership type, and tourism education created significant differences in transformational leadership, organizational identification, and job stress, while tenure generated significant differences only in inspirational motivation and job stress dimensions. Employees in the front office department reported significantly higher scores for transformational leadership and all its subdimensions, whereas those in the kitchen department scored higher only in organizational identification. In terms of stress levels, only employees with 1–3 years of tenure exhibited significantly higher scores. Leadership perceptions were higher in independent hotels, while stress perceptions were greater in national chain hotels. Mid-level managers and other staff perceived transformational leadership more positively, whereas upper-level and lower-level managers reported lower perceptions. No statistically significant difference in job stress was observed by position level. Employees in the middle-income group held more favorable perceptions in transformational leadership, intellectual stimulation, and individualized consideration, whereas those in the highest income group gave lower evaluations. Income level did not significantly influence perceptions of organizational identification or job stress. Regarding gender, a significant difference was found only in the intellectual stimulation dimension, where female employees reported higher perceptions than males. No other significant gender-based differences were observed. Likewise, no significant differences in the three constructs were found across age, marital status, or education level. Overall, transformational leadership emerges as a strategic approach that enhances employee commitment and balances stress levels. However, its potential to indirectly generate stress through organizational identification should be considered. Therefore, the implementation of transformational leadership practices should be integrated with employee support systems and stress management mechanisms. Evaluating the effects of leadership on identification and stress in the context of variables such as department, position level, and organizational structure can facilitate the adaptation of managerial strategies to employee profiles. Future studies are recommended to conduct comparative analyses across different sectors to examine these relationships more comprehensively. Keywords: Transformational leadership, organizational identification, work stress, constructive stress, hotel businesses.