Leadership in Hospitality Industry — страница 4

  • Просмотров 2655
  • Скачиваний 216
  • Размер файла 14
    Кб

leadership styles than do men (Bass, 1981) (Burke et al, http://www.emeraldinsight.com). Hospitality Leadership “A major influence on effective performance in the hospitality industry is the nature of the manager-subordinate relationship. This entails the process of leadership and the choice of an appropriate style of managerial behaviour” (Mullins, 1998, p.397). A good manager should have solid character traits, leadership skills and good management ethics. The good question is: “What is the difference between managing and leading?” One leadership teacher defined it as follows: MANAGER LEADER Administers Is a copy Maintains Focuses on system+structure Relies on control Has a short-range view Asks how and when Has an eye on the bottom line    Initiates

Accepts status quo Does things right Innovates Is an original Develops Focuses on people Inspires trust Has a long-range perspective Asks what and why Has an eye on the horizon Originates Challenges it Does the right thing (http://jan.ucc.nau.edu/~ha100c-c/class/management/leadership/lesson1-2-1.html) In the beginning of development of the hospitality industry, when a lot of the hospitality organizations were family owned, leadership was associated with ownership. However, with a growth of hospitality organizations, a more broadly based approach to the appointment and development of leaders were needed. According to Walker, “the real key to leadership involves developing appropriate personality characteristics and the talents of other members of the organization” (Mullins,

1998, p. 403). Moreover, “Walker identifies some of the most important indicators of the appropriate temperament for leadership: ·         Self-control (leaders should be above average in their ability to exercise self-control). ·         Sense of value (respect the intangible, spiritual side of life). ·         Drive (a strong drive is an advantage in any assignment). ·         Moodiness (the manager should be optimistic, cheerful and generally capable of maintaining morale and team spirit). ·         Sensitivity (the one who is sensitive to himself is sensitive and to

others, so have a high potential to managerial success). ·         Defence of ideas (managers should be willing and able to support and defend their own ideas). ·         Self-awareness (the person needing less recognition for individual contribution is more successful for managerial success). ·         Balance (the ability to defend their ideas and a low degree of self-consciousness, coupled with a high degree of sensitivity to other people) (Mullins, 1998, p.403). According to Mullins, a number of recent articles showed that the hospitality industry had occurred a dramatic change and that the importance and benefits of transformational leadership are more

obvious. “A lot of researches show that demographic style of leadership is more likely to produce effective performance from work groups. Also a human relations, people oriented approach is more likely to lead to job satisfaction and group cohesiveness” (Mullins, 1998, p.424). However, it is not always that demographic ways of leadership are the best. Sometimes, it happens that autocratic style of leadership is more effective. “There is no one best style of leadership which will result in the maintenance of morale among the group members and high work performance. There are many variables, which underlie the effectiveness of managerial leadership in the hospitality industry, including: ·         The type and nature of establishment,

its goals and objectives, and the organizational culture and climate ·         The characteristic of the manager, personality, attitudes, abilities, value system and personal credibility ·         The characteristics of subordinates, their needs and expectations, motivation and commitment, and their knowledge, confidence and experience ·         The basis of the leadership relationship and the type of power and influence ·         The relationships between the manager and the group, and among members of the group ·         The type of problem and nature of the manager’s