Eureka! Institutional Repository

The core of the present endeavor is the Dark Leadership within the Hospitality operations focusing on the implementation (or not) of their Internal Operating Rules. More specifically, and towards the investigation of the above issue, the presentation of the notion of Leadership, was considered not only appropriate but also reasonably necessary. Furthermore, Dark Leadership was analysed, as a derogation from Leadership, while its causes and consequences were also mentioned. By reference to the principal searching question, regarding the effect of the implementation of the Internal Operating Rules of the above businesses on the intensity of Dark Leadership, was also analyzed the structure/content of these Rules without losing sight of the impact of Dark Leadership on the employees’ coherence. Next, were described the legal routes which are available for each employee - recipient of Dark Leadership - behavior. In the context of the primary research, that has taken place by compiling the responses of employees in Hospitality operations to a structured questionnaire, was proved a negative link not only between Dark Leadership and Internal Operating Rules but also between Satisfaction and Coherence of the above employees. Conversely, a positive link was established between Internal Operating Rules and not only Satisfaction but also Coherence. Finally, a positive relationship was also revealed between the Satisfaction and the Coherence of the employees in Hospitality services confirming the contribution of working Satisfaction to the enhancement of the group Coherence and vice versa.