The way forward:: Leadership research in the hospitality industry (original) (raw)
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This paper reports the findings of a recently-completed review of the social science hospitality-related literature dealing with organisational leadership issues. The key finding is that the knowledge which has been generated from the identified leadership-focussed hospitality studies cannot be aggregated to provide a holistic understanding of leadership in the hospitality sectors. Hospitality leadership studies appear - to a significant extent - to have been undertaken on an ad hoc basis. Analysis of the identified studies suggests that, in many cases, hospitality researchers, faced with a particular research problem or set of research questions, have selected their theoretical approach (from the numerous range of available leadership theories) without critically reflecting on the choices available. This has resulted in a field of studies typified by a body of knowledge which: (i) is fragmented - studies address a wide range of (often disparate) applied foci; and (ii) lacks theoretical cohesion – existing findings have been generated using a broad range of the available theoretical approaches. Based on these findings, the author argues that there is a requirement to develop applied hospitality leadership studies based on engagement with prior research with regard to: (i) selection of theoretical approach (in contrast to an ad hoc selection of theoretical approach); and (ii) building upon existing research findings. In this way, hospitality leadership studies can progress towards the generation of an augmentative research programme which can contribute towards an inter-related and more holistic framework of knowledge.
Leadership and managerial effectiveness in the hospitality industry
Leadership has been identified as a major element in the managerial roles of hospitality managers. The existing leadership research on hotel managers is reviewed in relation to leadership theories. Additional research on the leadership styles of effective hotel managers from a major company are described. The results are considered with relation to the leadership requirements of the hospitality industry.
Contemporary Leadership Challenges in Hospitality Organizations in Times of Uncertainty and Change
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Traditional approaches to leadership in the hospitality industry are becoming less and less effective in engaging, empowering and energizing its workforce of today, especially when taking into account the growing complexity of the contemporary world and its associated political, cultural, economic and environmental dimensions. As the importance of hiring a highly motivated and educated workforce becomes paramount in creating a competitive organization, it is imperative that hospitality providers implement the best leadership styles in order to boost employee satisfaction and retention. Addressing a dearth of information in the literature, the purpose of this paper is to provide exploratory research regarding the most effective leadership approaches employed by frontline managers in hotels operating in volatile environments; those hotels, for example, that are located in highly seasonal locations. Front-line employees at ten Dubrovnik, Croatia hotels, hotels operating in a highly sea...
Leadership and its Impact on Supervision in the Hospitality Industry
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The hospitality industry has a high human capital requirement that depends on leadership to provide supervision for the utmost customer satisfaction. Based on this, this research looks at the impact of leadership on supervision among hotels in Ghana. This research was a causal research design. It investigated the correlational effect of leadership on supervision in the hospitality industry in Ghana. Data obtained from Ghana Tourism Authority’s National Data 2020 on Tourism Human Resource put the employees of 3 to 5 stars hotels as the study population at 7,347. The researcher used a Raosoft sample size calculator to determine a sample size of 366 at a 95% confidence level. A convenience sample technique was used to collect the data. Self-constructed instruments with Cronbach alpha of Leadership .710 and Supervision .751 were used to measure reliability. In answering the relationship question correlation analysis was used to establish the relationship. The study showed a highly posit...
Leadership in the Client-Centred Service of Hospitality
Proceedings of the 6th International Conference on Social, economic, and academic leadership (ICSEAL-6-2019)
In the last few years, leadership theory has evolved under the influence of technological innov ation and the growing role of impression marketing in shaping business-concepts. In this regard, the hospitality industry, which is one of the largest in terms of activity and number of staff involved today, needs clientoriented leaders. Consumers' needs in the hospitality industry are growing and becoming complexes, leading to the transformation and modification of the competencies of managers, who interpret the compliancequality control of services. The implementation of the leadership qualities of a manager in the corporate culture of a company creates a value system that is imitated by all the employees and centres the business processes around one goal-client orientation. Our contribution provides a comprehensive and concise overview of the determinants of leadership of the hospitality industry. We evaluate the hotel leadership issues and focus our attention on business process leaders as key elements in implementing the concept of customer-centric leadership.
Leadership Behaviors In Hospitality Management Students
Journal of Hospitality & Tourism Education, 2005
The importance of leadership in the hospitality field is recognized by industry professionals and educators. This study assessed self-reported leadership behaviors and leadership context of 345 undergraduate hospitality management students at eight universities in the United States. Students reported class and work as the context areas where they most frequently exhibited leadership behaviors. Mean leadership scores were higher for students who had held a position in a club, had leadership coursework, were junior or senior classification, or were female. No significant differences for mean leadership practice scores were seen based on age or having supervisory experience. Suggestions for integrating leadership into hospitality management curricula are provided.