Applying competing values framework to Jordanian hotels.

This paper aims at deepening our understanding of organizational values and leadership in 3–5 star rated hotels in Jordan. This would be achieved through using the Competing Values Framework multidimensional instrument, to which 140 individuals responded. Cluster analysis was conducted to categorize responses into distinct groups of clear leadership roles and organizational culture models. The most dominant leadership roles were monitor, innovator, and mentor; also, there was an obvious presence of Open System and Human Relations Models. That was expected since most of respondents were in supervisory and non-managerial levels. Moreover, the absence of the Rational Goal Model indicates that Jordanian hotels should consider motivating staff more through personal achievement, recognition, growth, promotion, and providing opportunities for advancement. [ABSTRACT FROM AUTHOR]