Transformational Leadership’s Role in Shaping Gen Z Hospitality Professionals

Abstract

The recognition of transformational leadership is becoming an effective strategic approach by means of developing Generation Z professionals in the hospitality industry. The research is guided by Bass and Riggio’s (2006) four-dimensional framework and Bandura’s (1986) Social Cognitive Theory. This research determined how transformational leadership behaviors such as idealized influence, inspirational motivation, intellectual stimulation, and individualized consideration, these impact young hospitality employees’ job satisfaction, motivation, professional growth, and career aspirations. Utilizing a descriptive quantitative design, a total of 172 Gen Z professionals were chosen to participate via survey. The result reveals consistent perceptions of transformational leadership across supervisory roles. High levels of satisfaction and motivation and generally viewed their work environments as conducive to learning and advancement. But moderate optimism surrounding future leadership roles suggests a need for clearer developmental pathways and long-term career planning. By evaluating the demographic profile ranging from early-career professionals with limited leadership exposure shows the highlights when it comes to urgency for hospitality organizations to adopt inclusive leadership strategies that foster mentorship, engagement, and alignment with Gen Z’s ethical and personal growth values. These findings reinforce the strategic relevance when it comes to transformational leadership in shaping Gen Z workforce experiences and advancing Sustainable Development Goals (SDGs 4, 5, and 8) through inclusive and values-driven HR practices.