Leadership in Hospitality Industry

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. 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 decisions

. The nature of the tasks to be achieved, the extend to which they are structured or routine, the technology and work organization

. The organization structure and systems of management

. The nature and influence of the external environment” (Mullins, 1998, p.424).

Conclusion

In this work a lot of theories of leadership were covered. Despite it, the leadership issue still remains not well understood. Leaders have to be aware of the times, because they are changing faster than we can imagine.
Leaders’ knowledge and practice must accommodate themselves to these changes if they do not want to be left behind
(http://www.emeraldinsight.com).

References and Bibliography

Books

MULLINS J. LAURIE (1998). Managing people in the Hospitality industry.

3rd edition. British Library Cataloguing in Publication data.

Electronic Sources

1. BURKE SARAH AND COLLINS M. KAREN (2001), Gender differences in leadership styles and management skills. Women in Management

Review. Vol.16, No 5, pp.244-256. Available from: http://www.emeraldinsight.com (03/04/2003)

2. HORNER MELISSA (1997), Leadership theory: past, present and future.

Team Performance Management. Vol.3, No 4, pp.270-287. http://www.emeraldinsight.com (03/04/2003)

3. MANNING T. TRACEY (2002), Gender, managerial level, transformational leadership and work satisfaction. Women in

Management Review. Vol.17, No 5, pp.207-216. http://www.emeraldinsight.com (03/04/2003)