TRANSNATIONAL LEADERSHIP AND EMPLOYEE ENGAGEMENT IN INTERNATIONAL FRANCHISE HOTELS IN ANAMBRA STATE, NIGERIA

Abstract

Employee engagement is a critical driver of organizational success, especially in the hospitality industry, where service quality depends on employee commitment, focus, and adaptability. Many international franchise hotels in Nigeria, however, face challenges in sustaining high levels of engagement due to gaps in leadership practices and limited cultural integration. This study examined the impact of transnational leadership on employee engagement in international franchise hotels in Anambra State, Nigeria. The specific objectives were to: assess the effect of cultural intelligence, evaluate the influence of global mindset, determine the impact of cross-cultural communication, and examine the effect of change leadership on employee cognitive engagement. A survey research design was adopted, with structured questionnaires administered to 80 employees across three international franchise hotels. Data were analyzed using descriptive and inferential statistics, including multiple regression analysis. The results indicated that cultural intelligence (B = 0.281, p = 0.033), global mindset (B = 0.250, p = 0.009), cross-cultural communication (B = 0.450, p = 0.001), and change leadership (B = 0.950, p = 0.000) all have significant positive effects on employee cognitive engagement. The study concludes that the dimensions of transnational leadership substantially enhance employee engagement in franchise hotels. It recommends that hotel management invest in cultural intelligence development, cultivate a global mindset, strengthen cross-cultural communication, and implement change-oriented leadership practices to sustain high levels of employee engagement and drive organizational performance.