Transformational Leadership on Employer Brand in Hotels Industries

The present paper is to find out the impact of transformational leadership on employer brand hotels in west Mazandaran. Transformational Leadership improves employer brand through charismatic influence and creation of co-operation and common values, and leads to job acceptance. The research method is descriptive from a survey type and applied considering the goal. The statistical population includes the hotel staff in West Mazandaran among whom ۳۴۱ were selected as statistic samples via Kukran formula and through a multiple –step branch sampling. The data were collected by means of Boss and Aulive's transformational Leadership questionnaire (۲۰۰۰) with a ۰.۹۴۲ reliability, Shaflee and Barker's job acceptance questionnaire (۲۰۰۳) with a ۰.۸۷۸ stability as well as Carnica's employer brand (۲۰۱۶) with a ۰.۹۱۵ reliability. Measuring the reliability of the questionnaires, confirmative operative analysis was used, and the reliability was confirmed through krunbach's alpha coefficient test. The data were analyzed through descriptive statistics using the SPSS software, and through deductive statics using the LISREL software. The finding suggests that transformational Leadership and its three factors (mental encouragement, ideal influence, and personal considerations) have a positive impact on employer brand and the arbitration acceptance role of West Mazandaran hotel staff. And only enthusiasm dimension has no positive impact on employer brand with the staff's arbitration acceptance role. Moreover, transformational Leadership and its three factors (mental encouragement, ideal influence, and personal considerations) have a direct positive impact on employer brand, and only personal considerations have no direct positive impact on employer brand. On the basis of the finding, the managers can improve such factors as mental encouragement, ideal influence, personal considerations, and job acceptance among the staff so that the needs for improving the employer brand are met, thus managers are recommended to encourage their staff to take a creative part in resolving an issue and question obvious presumptions and be samples of a role on their own and believe in a target and its accessibility.

کلیدواژه ها:

Transformational ، employer brand ، job involvement