leadership in hospitality industry essay

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International Journal of Contemporary Hospitality Management

ISSN : 0959-6119

Article publication date: 28 April 2022

Issue publication date: 19 May 2022

This paper aims to provide a comprehensive, structured, objective bibliometric review of the main leadership styles investigated in the hospitality industry from 1977 to 2021 (September) and depicts this field’s conceptual structure.

Design/methodology/approach

Bibliometric analysis techniques such as bibliographic coupling were used using several software applications (VOSviewer, BibExcel and Pajek, among others) to identify trends and research gaps in this literature. The paper provides an overview of the evolution of research activity on different leadership styles that yields important insights into research trends, most-researched themes, main authors and key journals.

A total of 287 publications on leadership from the Web of Science and Scopus databases were summarized. The number of studies on leadership has been growing since 2013, evincing persistent interest in the topic. Eleven main streams of leadership research in the hospitality literature were detected and characterized, with transformational and servant leadership emerging as the most common approaches. Possible evolution of the topics and future research lines were also identified.

Research limitations/implications

The findings can guide practitioners and scholars to further explore and implement emerging leadership styles in the hospitality sector. The paper also presents future research avenues to advance the field of leadership.

Originality/value

The current review provides a valuable framework for examining key leadership styles, understanding the most-researched styles and illustrating leadership's critical role in organizational and individual outcomes in hospitality businesses.

• Bibliometrics
• Bibliographic coupling
• Knowledge structure
• Future research lines
• Hospitality

Acknowledgements

The authors thank the Strategor Group (URJC) for partially funding the translation of this article. This research was partially funded by the Ministry of Science, Innovation, and Universities (Spain) project grant number RTI2018-097447-B-I00.

Huertas-Valdivia, I. , González-Torres, T. and Nájera-Sánchez, J.-J. (2022), "Contemporary leadership in hospitality: a review and research agenda", International Journal of Contemporary Hospitality Management , Vol. 34 No. 6, pp. 2399-2422. https://doi.org/10.1108/IJCHM-05-2021-0658

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Leadership in the hospitality industry

Every successful hospitality manager knows that providing great customer experience is a critical part of the job.

But if you want to be a great hospitality leader, you’ll need more than just good customer service skills .

In hospitality management , you’ll need to be able to create a great team who can help your organization perform at the highest level.

For this, specialized leadership skills and qualities are vital.

In whichever hospitality industry you’re working, you can take your hospitality career and your leadership skills to the next level with an MBA in hospitality.

What is a hospitality leader?

A hospitality leader holds a senior position within a hospitality business.

They might be a general manager within hotel business , as a senior manager for a tourism or hospitality business, or working in revenue management .

A leader in hospitality is responsible for inspiring their team, moving them towards a common goal and emphasizing exceptional customer service.

The leader will guide from the front to make sure that the business exceeds customer expectations.

Why is leadership important in the hospitality industry?

As with any other industry, leadership in hospitality is vital to the success of the business.

Great leadership can inspire and engage staff. An enthusiastic workforce has been proven to deliver better business success too.

As well as a positive work environment, research shows that businesses with satisfied employees see a 21% increase in profitability .

The relationship between employees and senior leaders is a key factor in how loyal staff are to a company.

As an effective hospitality leader, you’ll make sure your staff feel valued and have a positive relationship with the company.

In doing so, you’ll attract and retain the best hospitality talent.

What is the best leadership style in the hospitality industry?

Every leader has their own personal style and strengths. So, there are many different leadership styles that can be effective. In the hospitality industry, the three leadership styles that are most common are:

1. Team-oriented

As an industry heavily reliant on different teams working together to provide a seamless, high-quality customer experience, a team-oriented leadership style is incredibly effective. Team-oriented leaders prioritize their team, are reliable, excellent at communicating and take accountability for the team’s performance.

2. Entrepreneurial

With the unpredictability of hospitality environments, entrepreneurial leaders do well in hospitality.

This leadership approach encourages experimentation, learning and iteration and is great for turning problems into valuable opportunities.

3. Innovative leadership

As in the case of entrepreneurial leadership, innovative leaders are well suited to hospitality.

Innovative leaders are great at encouraging different approaches, inspiring productivity and being open to creative ideas.

What are qualities of a good leader in the hospitality industry?

Being a good hospitality leader requires certain qualities, largely focused on your ability to collaborate with and inspire others. Here are some of the main qualities you’ll need to be a great leader:

Emotional intelligence

Understanding and managing your own emotions, and recognizing your team’s emotional state, can help you build strong relationships and interact with a diverse team. It’s not an easy trait to learn, but taking the time to understand that everyone has different reactions to situations and responding empathetically is an important quality in future leaders.

Modeling by example

Staff look to leaders for cues on how to behave. Effective leaders model company values and behaviors that they want to see in their team. Leading by example might include things like listening to your team, helping out, delivering on your promises, and being inclusive.

Showing vulnerability and visibility

Some leaders think by showing weakness they’ll lose the respect of their team, but this couldn’t be further from the truth. Everyone has vulnerabilities and weaknesses, and your team will respect you more if you share yours.

We all respond to passionate people. As a leader, it’s important to show passion for your company’s mission and a drive to succeed. When you do, you’ll inspire enthusiasm in others and create a positive and productive workforce.

Leadership is personal

No two leaders are the same, and your leadership journey is unique and personal to who you are. The best leaders use their personal background, experiences and qualifications to bring something special to the role. Be an authentic leader and lean into the unique skills and experiences you have.

Which leadership skills are important in the tourism and hospitality industry?

Successfully leading a team in a tourism or hospitality setting requires a varied skill set. Here are some of the key skills you’ll need to be an effective leader:

Communication

In effective leadership, there’s no such thing as too much communication. Being clear, honest and enthusiastic in your communication is vital to instill confidence and make sure everyone is clear in their responsibilities. Make sure you communicate often and through various channels to be as inclusive as possible.

Attention to detail

By observing and paying attention to the details you’ll be a much more effective leader. When you understand small but critical details, you’ll better understand how things work, and can make well-informed decisions. The same goes for paying attention to personal details. Remembering employee’s names, if they have children, pets, birthdays and life events makes a huge difference in creating more personal connections and keeping teams engaged.

People skills

As with any role in the hospitality sector, having first-rate people skills is a must for any successful leader. Being able to listen, collaborate, give feedback, and communicate honestly are all critical in building a strong team and getting the best out of your people.

Establishing shared beliefs, values, and goals

A really effective leader will be able to outline a vision for the company and inspire their team to follow in making that vision a reality. Being able to incorporate your vision into a mission statement and set clear company goals is critical to the success of your hospitality business. Bring people with you and embed an uplifting workplace culture by celebrating when your team achieves its goals or demonstrates company values.

Balancing accountability and autonomy

We all want to feel supported by our managers, but we also want to be given the responsibility and freedom to do our jobs. According to the US Office of Personnel Management, workplace accountability is linked to higher performance, better morale and greater work commitment. Great leaders don’t micromanage but let their staff manage their own work while still providing support.

Adaptability

There’s no doubt that the hospitality industry can be a challenging and unpredictable environment to work in; so being adaptable is a must. It’s essential to be flexible to changing demands, show resilience when things don’t quite go to plan and see mistakes as an opportunity for everyone to learn.

Creativity breeds adaptability

Creativity is the most crucial factor for success in business. Successful leaders understand that hospitality businesses have to adapt and change to be able to grow, and give space for everyone to contribute ideas, insights and imaginative solutions.

Leaders in the hospitality industry

There are leaders in management, marketing, consultancy, thought leaders and TV personalities across the hospitality industry.

Some of the most well-known hospitality leaders include:

• Bruce Faber , owner of EHS Hospitality. Starting in the hospitality industry at age 4 as a greeter in his grandmother’s restaurant, Bruce Faber is now the owner of the Chicago market for EHS and is known for tracking the best talent in the industry.
• Frances Kiradjian , Founder and CEO of the Boutique and Lifestyle Lodging Association. With 25 years as a hospitality and travel industry executive, Frances is credited with bringing the boutique hotel sector to the forefront.
• Robert LaPata , Founder at Forefront Hospitality. With 25 years in hospitality and restaurant consultancy, Robert is a celebrated leader who’s worked with big brands like Hyatt and Hilton.

List of women leaders in the hospitality industry

According to a recent Zippia study , women across different industries hold 35% of senior leadership roles.

Hospitality is one of the industries with the highest rates of women leadership where 33% of senior leadership positions are held by women.

Some inspiring hospitality women leaders include:

• Frances Kiradjian . Already mentioned above, Frances is also CEO of the Travel Industry Executive Women’s Network and has championed women in the industry for many years.
• Rachel Roginsky, Owner of Pinnacle Advisory Group. With an inspiring hospitality career, Rachel grew her business from humble beginnings to what’s now a world-renowned boutique hospitality consulting firm. ( Ambien )
• Lindsey Ueberroth, CEO of Preferred Hotels & Resorts. With an impressive background in hotel revenue growth, Lindsey was named one of the 30 most influential women in hospitality.

Ready to take your first step to become one of the top leaders in hospitality?

For a course that provides everything you need to take your career in hospitality to the next level, take a look at Les Roches’ world-leading MBA in Hospitality Management .

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Leadership Management in the Hospitality Industry Essay

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• As a source of information (ensure proper referencing)
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Summarize and explain the principles of the ‘scientific management of work’ (Taylor) approach. Are scientific management principles applied of any value in the contemporary hospitality industry? Provide examples

After studying how workers performed their duties, Taylor realized that managers relied heavily on efforts put forth by workers to ensure that production progressed. This strategy did not work because, the high expectations that managers placed on their workers were often miscalculated. Taylor’s observation led him to develop four principles of scientific management.

The first principle he proposed was that management should adopt work methods that are based on scientific study of work done by workers. The second principle was that management should select their workers using scientific means and train them on how to work.

The third principle was that management should then empower the trained workers to ensure that scientifically acquired methods are being applied in carrying out their duties. And the last principle was that management should cooperate with workers in sharing work whereby managers ought to use scientific principles in management to come up with tasks to be performed by workers (Halsall, 1998, p. 1).

Using these principles, Taylor aimed at minimizing wastes by methods that were efficient in performing a given job. By studying motion in a workplace management, Taylor was able to determine how much time different tasks consumed thereby helping in task management to ensure that there was efficiency. This approach also ensured that there was job specialization whereby each person knew very well what his/her tasks were (Smith, n.d, 3).

Today’s managers see Taylor’s approach as one that ignored the social motives of workers; it therefore, has acquired a bad reputation. However, this approach brought about major changes in management. It helped managers know their roles and how they affected the output of their workers.

This impact has lasted for years and can still be seen in the way managers organize work in many current organizations. Job automation and standardization all own their beginnings from Taylor’s scientific principles; in fact, it has become a common work practice in many of the contemporary work settings. It brought about job specialization that has been very effective in the hospitality industry.

The MacDonald’s Brothers have put the scientific management technique into use with great success. Tasks are divided with different people taking different tasks and this was found to reduce the overall time for production process. This increased efficiency because customers could receive their orders without much delay (Management, 2010, p. 1).

Is the understanding and management of diversity in hospitality organizations important? If so, then why? Critically discuss the relevance, or otherwise, of the work on ‘dimensions of cross-cultural differences’ by Geert Hofstede

Understanding diversity in the hospitality industry helps management to ensure that primary differences within the workforce do not affect the way decisions are made. The fact that people have differences may not be changed, if the management use such differences to deny an individual a job opportunity, it will be taken as being discriminative, which is illegal and prosecutable in many countries.

If management in the hospitality industry acknowledges that there are always some primary differences, then there will be creation of inclusivity which is very vital in managing diversity. Management that understands diversity will manage it well thereby creating an environment where people value learning from others hence creating mutual respect and harmony among them (Leadership study, 2010, p. 12).

When analyzing human culture, Hofstede stated that each culture encounters a series of questions whose answers can only be arrived at by applying a series of dimensions.

He came up with five dimensions which may be unique to each society. The first dimension is individualism or collectivism; this is where people can see themselves as members of a group or just singly and on their own. He stressed that groups do not just happen, but they are natural such as the family or one’s clan, which individuals identify with not by choice, but as nature dictates.

The second one was called the uncertainty avoidance; here is where people in some cultures prefer that everything in their life is spelled out to avoid being caught unawares. The third dimension is the power distance whereby hierarchy is inherent in human life with the rich and the poor clearly defined; however, some societies have wide gaps between both extremes (Milner et.al, 2009, p. 1).

The fourth dimension is aggressiveness; here, the main issue is the gender gap whereby values held by women tend to be uniform across cultures. Women are usually gentle and always looking for consensus, values that are also shared by men in less aggressive cultures. Values for men are usually distinct; they are assertive, like competition, and always want to be ahead. The last dimension is the long term or short term orientation. Cultures with long term orientation value planning for the long term, thrift, and industriousness.

Those with short term orientation live for the day; they are not concerned about the future. These dimensions are very important especially to those wishing to start business or study in new cultures. Although these dimensions have been criticized by those who feel that they are too static and weak, they still provide a proper framework for cross-cultural interaction (Jones, 2007, p. 5).

Halsall, P. (1998). The Principles of Scientific Management . Web.

Jones, L. (2007). Hofstede – Culturally questionable? Web.

Leadership study. (2010). Leadership and management. University of South Australia: Australia.

Management. (2010). Frederick Taylor and Scientific Management . Web.

Milner et.al. (2007). Hofstede’s Research on Cross-Cultural Work-Related Values: Implications for Consumer Behavior. Web.

Smith, F. Frederick Taylor’s Principles of Scientific Management and the Multiple Frames for Viewing Work Organizations Offered by Bolman & Deal, Carlson, and Pfeffer . Web.

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IvyPanda. (2019, February 20). Leadership Management in the Hospitality Industry. https://ivypanda.com/essays/leadership-management-in-the-hospitality-industry/

"Leadership Management in the Hospitality Industry." IvyPanda , 20 Feb. 2019, ivypanda.com/essays/leadership-management-in-the-hospitality-industry/.

IvyPanda . (2019) 'Leadership Management in the Hospitality Industry'. 20 February.

IvyPanda . 2019. "Leadership Management in the Hospitality Industry." February 20, 2019. https://ivypanda.com/essays/leadership-management-in-the-hospitality-industry/.

1. IvyPanda . "Leadership Management in the Hospitality Industry." February 20, 2019. https://ivypanda.com/essays/leadership-management-in-the-hospitality-industry/.

Bibliography

IvyPanda . "Leadership Management in the Hospitality Industry." February 20, 2019. https://ivypanda.com/essays/leadership-management-in-the-hospitality-industry/.

• DOI: 10.1177/109634809401800105
• Corpus ID: 154350197

Transformational Leadership in the Hospitality Industry

• Timothy R. Hinkin , J. Tracey
• Published 1 August 1994
• Journal of Hospitality & Tourism Research

82 Citations

How transformational leaders lead in the hospitality industry.

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Transformational Leadership in the Hospitality and Tourism Industry

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Vision, values, and courage: leadership for quality management, the transformational leader: the key to global competitiveness.

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Role Conflict and Ambiguity in Complex Organizations.

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• Hospitality Industry

Reinventing leadership styles in the Hospitality Industry

June 21, 2023 •

7 min reading

One of today's major challenges in our hospitality industry is coping with the pressure coming from Generation Z employees. Gen Z expects more engaging and meaningful jobs and is far less likely to adhere to the traditional, purely vertical, "chain-of-command" style of leadership that still characterizes many hospitality-related organizations (HROs), not to mention the dimensions of ethics and social responsibility that many people of this new generation want to find in the very nature of their work. Reinventing more employee-centric leadership styles is key to attracting a new generation of talents to our industry.

Best human-centric working practices: Cross-functional collaboration

These challenges are pushing leaders to rethink the siloed work model, still too prevalent in our industry, and reshape it into a more cross-functional, collaborative and human-centric way of working.

Horizontal working modes typically imply, for example, that employees from the department “A” be given regular opportunities to collaborate on cross-functional projects with employees from departments “B,” “C,” “D,” or “Z.” You name them. When these cross-functional collaborations multiply throughout/across the organization, here is what you get in the short term: sharing new ideas, knowledge and best practices.

Cultivating better relationships between management and employees

Managing and cultivating relationships between the employees of this larger system is critical and increasingly challenging for leaders, who must:

• Actively listen to and understand the needs of each of these stakeholders;
• Efficiently and transparently manage information flows that are both very dense and multi-directional;
• Deconstruct silos to facilitate synergies within their organization and beyond;
• Build trusting relationships, including aligning words to actions.

As a result, new issues are emerging. Or, to put it another way, old issues considered non-strategic, not sufficiently taken into account or ignored, are now coming to the fore through two paradoxes to solve.

The role of psychological safety in the workplace

How can HRO leaders take into account the individual needs of each employee while encouraging the mobilization of collective intelligence?

Internally, this paradox strongly relates to the decision-making process and delegation. Leaders must seek to involve their teams as much as possible in the decision-making process to ensure a high level of ownership, accountability, and ways forward that are appropriate and adapted to the realities of the field or industry. In this perspective, each person thus becomes an instrument of implementing the strategy and the associated objectives, and will seek to mobilize all of their resources (i.e., energy and skills).

Enabling employees to take more ownership in the decision-making process and doing more delegation will also enable all employees to increase their skills and autonomy. A mutual understanding of expectations will thus align individual capacity for action with the organization’s collective project.

However, to create the conditions for effective mobilization of collective intelligence within the team and beyond, the leader must create/develop a favorable working environment. This means allowing each person to feel safe and confident to express themselves (i.e., psychological safety), give their opinion, share their difficulties, dare to ask for help knowing that they will receive it, and give and receive feedback with an aim of continuous learning, respect, and appreciation.

The benefits of an employee development plan

How can the leader allow each person to develop while ensuring performance? How do you achieve high performance while ensuring that the means employed are ethical and compatible with the sustainable development of society?

The aim here is to reconcile human and economic aspects in the context of performance management. Today, the success of organizations depends, above all, on their ability to mobilize every single employee. Motivation is like a multiplier that will lead people to use their skills to the maximum by committing themselves fully, ultimately significantly impacting the economic and financial indicators.

However, this optimum presupposes aligning the work activities with the needs, motivations, and capacities of employees and appropriate support, based in particular on constructive feedback. The latter will make it possible to value individual and collective successes and challenge inappropriate actions and behaviors to help each person develop.

HRO leaders must allow each employee to become a player in their career by complementing the projects offered by developing technical and behavioral skills. The new deal consists of offering each employee opportunities to increase their employability and, in so doing, outlining the next stage of their professional career, even if it is with another employer.

The resolution of this paradox also implies a transformation of the leader's posture: they must be a facilitator and no longer just a manager who is anchored to their sense of power within a hierarchical structure. It’s all the opposite. The leader must serve their team and no longer enslave each member to satisfy personal interests or those of a minority. They must embody the values of the organization and set an example to bring out the behaviors that will give life to the organizational culture in a real and profound way.

In the workplace, this means supporting each person in their development, whether in their position or through mobility or management of cross-functional projects, to increase their employability while providing the skills required to meet future challenges.

The case of the Royal Savoy Hotel Lausanne

At the Royal Savoy Hotel Lausanne (Switzerland), general manager Alain Kropf - supported by his heads of departments (HoDs) - has set up a more horizontal way of collaborating throughout all the hierarchical levels of the organization. This encourages staff empowerment and a sense of ownership over their various functional areas.

The general manager has introduced five 'Quality Teams' to give staff the autonomy to make decisions and address issues. These are made up of volunteers from staff who look at operational process improvement in key areas of guest interaction:

• BITE – the breakfast improvement team
• Room Working Order – guest room issues
• FL15 – the guest’s first and last 15 minutes in the hotel

The staff members exchange information, knowledge and good practices within each Quality Team. No manager sits in these teams; they are entirely led bottom-up, and the teams are empowered to make decisions and implement changes without asking the manager.

There are also cross-collaborations between these functional teams, ensuring staff gains experience in other key areas and functions, and that staff learn from each other’s experiences and are properly aligned. These cross-collaborations give them the means and skills to change function/department/key area one day, should they decide to broaden their job and develop their career within different hotel functions.

New technologies and digitalization: How to keep a human-centric organization?

Another fundamental question lies at the crossroads of these two paradoxes: how can we use the contributions of new technologies and digitalization to humanize the world of work? How can we ethically create a collective with humans and artificial intelligence to effectively manage change and make the most of technological advances in the short and long term?

First, we must consider the cooperation between humans, machines and robots. How can we ensure that HROs remain human in an increasingly technological world? Using machines and robots to serve humans is attractive and will likely lead to colossal complementarities. It requires mobilizing an organization's collective and diversified intelligence by connecting it to a common and mobilizing vision. This makes it possible to draw on the need to belong, which resonates in each of us, to create a tight-knit group capable of acting with situational intelligence. It is also a question of extending our perception of diversity to include artificial intelligence in all its forms and putting it at the service of the human teams that make up our organization.

The need for safety suggests that we look at the constant changes driven by technology not as a threat but as a great opportunity to reinvent ourselves, individually and collectively, to create a sustainable capacity to evolve based on our developmental potential. In other words, it is a question of learning to shift our comfort zone as we learn to navigate permanent change with ease and pleasure. It is about turning constraints into opportunities by looking differently at the world. This also implies perceiving uncertainty as an infinite source of opportunities.

Building resilient organizational cultures for long-term success

As an organization, one of the critical issues is being clear about the culture on which we want to build the value of "working together." This is based, in particular, on the expectations of the individuals responsible for serving a team.

Following the COVID-19 crisis, predicting how the economy will evolve in the medium term is difficult. The ability to react quickly and well is certainly important, but even more so is the need to reinvent oneself fully to increase organizations’ resilience in the future. Many HROs have had to take drastic measures to survive, and the less resilient ones have not had the opportunity to implement such actions. They disappeared. 

The balance between the actions to be deployed to stay alive and those to be invented to build tomorrow’s performance is difficult to find. In this context, there is a strong temptation to focus in the short term on purely economic indicators, leaving aside the human and ethical aspects.

The importance of building ecosystems

The ability to find effective solutions will also depend on the sharing of best practices and increased freedom of action and decision-making. The bureaucracy of highly-centralized and vertical HROs, already a powerful break before, is now a major risk for the survival of organizations as these can no longer afford to be mediocre.

HROs will likely benefit greatly from collaborating with others in their sector, or even other sectors, to create ecosystems that bring robustness and agility and facilitate innovation. To counter the macroeconomic impacts of the crisis, the networking of all parties will be decisive, and openness on each organization's social and societal role will be required. It is time to extend the raison d'être of HROs beyond mere financial criteria. Globalization now unites us all, and it is together that we will find the solutions. HROs will have to dare to create alliances that were previously considered unthinkable.

Associate Professor at EHL Hospitality Business School

Co-founder of Skillspotting

Head of Département de la Jeunesse

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