LEADERSHIP AND EMPLOYEE WELL-BEING IN THE NIGERIAN HOSPITALITY INDUSTRY: EVIDENCE FROM TRANSCORP HILTON ABUJA

Abstract

This study examines employees’ perceptions of leadership behaviours and their relationship with job satisfaction and well-being at Transcorp Hilton Abuja, Nigeria. Drawing on Conservation of Resources theory, it considers whether supportive leadership behaviours consistently translate into favourable employee experiences within a demanding hospitality environment. A cross-sectional survey was conducted among employees of Transcorp Hilton Abuja. From a workforce of 1,551 employees, 318 questionnaires were distributed using stratified and simple random sampling, of which 290 usable responses were returned, representing a 91.2% response rate. Responses were measured on a five-point Likert scale and analysed using frequencies, percentages and summary statistics. Employees generally perceived leaders positively regarding direction, organisational communication, and welfare support. However, the findings revealed three important tensions. While 75.9% reported that leaders showed concern for employee welfare, the same proportion indicated that leadership did not reduce work-related stress. Similarly, although 72.4% perceived rewards and recognition as motivational practices, 70.7% were dissatisfied with the recognition they personally received. In addition, 74.1% reported limited participation in decision-making despite favourable perceptions of managerial direction. These findings indicate that supportive leadership behaviours can coexist with unresolved occupational stress, weak employee voice and dissatisfaction with recognition. The study extends leadership–well-being research into the under-represented Nigerian five-star hotel context and distinguishes the presence of supportive leadership practices from employees lived experience of those practices. It suggests that leadership serves as an important relational resource, but its contribution to well-being may remain constrained when structural job demands, recognition, and participation are inadequately addressed.