الفهرس 
صفحة العنوانOnly 14 pages are availabe for public view
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Abstract
This study reviewed the related literature on the three studied areas leadership; job satisfaction and the employee loyalty. The literature review chapter started with the definition of QSRs and its staff characteristics. Then it identified the leadership (e.g. historical background of leadership, its concept, and leadership versus management, influence of culture on leadership, leadership roles and tasks). Moreover, it explored the leadership theories (e.g. trait theory, contingency theory, path-goal theory) While, the fourth section presents the leadership style (e.g. its concept, factors that affect on leadership style and different styles of leadership). The fifth section deals with job satisfaction (e.g. its concept, its importance, factors that leads to job satisfaction and satisfaction and leadership style and job satisfaction in the hospitality industry). The sixth section concerns with employees loyalty (e.g. its importance, types, factors that affect on employees loyalty and the relationship between leadership style and employee loyalty). The chapter ended with the proposition of the research hypotheses that were tested in chapter four. The following section will give a brief summary of the areas covered in the literature review.
Leadership: Miller et al. (2002) viewed leadership style as the pattern of interactions between leaders and subordinates. It includes controlling, directing, indeed all techniques and methods used by leaders to motivate subordinates to follow their instructions. The importance of leadership is evidenced by the substantial volume of academic and practitioner
Leadership, considered by many to be nagement’s most important role, involves influencing individuals and groups toward accomplishing goals.
based on the review of the major theories of leadership, the researcher selected three specific leadership styles for inclusion in the current study. two leadership styles, directive (autocratic) leadership and participative
democratic) leadership, are drawn primarily from path-goal theory The third leadership style, empowering aissez-faire) leadership, is drawn primarily from transformational theory (Tracey and Hinkin, 1994; Keller and Dansereau, 1995; Spreitzer et aI., 1999). These three leadership styles based on the degree of control ,exercised by employees: directive leadership (little or no employee control), participative leadership (shared control), empowering leadership (extensive employee control). These leadership styles also vary in the degree of managerial influence exercised over the transformation of the organization: directive leadership (management-dominant influence), participative (shared influence), and empowering (employee-dominant influence). These three leadership styles are likely to have-different effects ion employees’ job behaviour (job satisfaction and employees’ loyalty).