Abstract
This thesis explores the role of situational leadership styles, particularly the provision of timely incentives, on staff motivation within the hotel and hospitality sector of Six chain hotels in Australia. In this context, "situational leadership" refers specifically to the practice of rewarding staff for demonstrating excellence in performance, rather than addressing unforeseen circumstances. Despite various theories on situational leadership and its efficacy in motivating employees, limited research has explored this concept within the hotel industry. Utilising a qualitative approach and a case study design grounded in realism, this study aims to address the existing theoretical gap in the hotel sector. Four research questions were developed based on an extensive literature review. Face-to-face, semistructured interviews were conducted with six middle managers, and the collected data were analysed with an open mind, avoiding biases by focusing solely on samples relevant to the research inquiries. The analysis revealed a diversity of perspectives on situational leadership and its impact on employee motivation. Generally, the participants demonstrated a good understanding of these concepts, emphasising the importance of cultivating effective motivational models and plans within their organisations. Overall, there is a consensus among managers that employee motivation holds heightened significance, as motivated employees exhibit increased dedication and continual improvement in performance and skills.6 The study indicates that situational leadership, with its flexible strategies such as oneon-one discussions, support plans, loyalty programs, and rewards, is widely regarded as an effective choice for enhancing employee motivation. Considering these findings, it is recommended that combining path-goal theory or the two-factor theory with situational leadership can further elevate morale, ultimately fostering stronger motivation among employees.