Leadership

• Leadership begins with:

– Vision
• Instills a common purpose, self-esteem, & a sense of
membership in the organization.
– Mission
• Mission statements describe the purpose of the
organization & outline the kinds of activities performed
for guests.
– Goals
• Are relevant to the mission, specific & clear,
challenging yet achievable, made in collaboration with
employees, & written down with the strategies &
tactics of how to meet the goals.
 Leaders & Associates
• Hotels & restaurants are dependent on large
numbers of people to fill low-wage entry-level jobs
that have little interest & no perceived future.
• Another level of hourly worker is the skilled or
semiskilled: the front desk clerk, the cashier, the
bartender, the cook, the waiter & waitress.
– These jobs are more appealing, the money is better, &
there is sometimes a chance for advancement.
• Many employers assume that their employee will
not stay long, & most of them do not.
 Characteristics of Leaders
• Several studies have shown
that effective leaders have 6
traits that distinguish them
from nonleaders:
– Drive
– The desire to influence others
– Honesty
– Moral character
– Self-confidence
– Intelligence
– Relevant knowledge
 Characteristics of Leaders
• Effective leaders are able to influence others to
behave in a particular way.
• This is called power.
• There are 4 primary sources of power:
– 1. Legitimate power, which is derived from an individual’s
position in an organization.
– 2. Reward power, which is derived from an individual’s
control over rewards.
– 3. Coercive power, which is derived from an individual’s
ability to threaten negative outcomes.
– 4. Expert power, which is derived from an individual’s
personal charisma & the respect &/or admiration the
individual inspires.
 The Nature of Leadership
• A leader can be defined as:
– Someone who guides or influences
the actions of his or her employees
to reach certain goals.
– A person whom people follow
voluntarily.
– Supervisors must direct the work of
their people in a way that causes
them to do it voluntarily.
• You have to get people to work for you
willingly & to the best of their ability.
• That is what leadership is all about.
 Seven Steps for a Foundation
of Leadership Development
1. Invest time, resources, & money needed to create a culture
that supports leadership development.
2. Identify & communicate differences between management
skills & leadership abilities within a company.
3. Develop quantifiable measurables that support leadership.
4. Make leadership skills a focus of training.
5. Implement ongoing programs that focus on leadership.
6. Know that in the right culture leaders can be found at entry
level.
7. Recognize, reward, & celebrate leaders.
 Authority & Leaders

• Formal authority is • Formal leaders

given to you by according to the
virtue of your organization chart
position. are in charge.
• Real Authority is
given to you by • Informal leaders
having support of are in charge by
your employees. having the support
of their employees.
 Leadership Styles:
The most popular types of leadership styles today:

• Autocratic: Needs of • Bureaucratic: “ By

employees comes the Book”, relies on
second. Makes rules, regulations &
decisions without procedures for
input from staff, gives decisions.
orders & expects • Appropriate for
them to be obeyed. when employees
• They believe that this can be permitted no
is the only method discretion in the
employees will decisions to be
understand. made.
 Leadership Styles Continued:

• Democratic: Almost • Laissez- faire: The

the reverse of the hands off approach.
autocratic style. The The supervisor does
supervisor wants to as little leading as
share & consult with possible. Delegates
the group in all power & authority
decision making. to employees.
Informs employees Limited application
about all matters to the hospitality
concerning them. industry.
The Old Style Boss

• Method: command-
obey, carrot-and-
stick, reward &
punishment,
autocratic.

• Results: far more

likely to increase
problems than to
lesson them.
Theory X
• Douglas McGregor
• People are
counterproductive.
• Inborn dislike of work.
• Must be coerced, controlled,
directed, threatened with
punishment.
• People prefer to be led,
avoid responsibility, lack
ambition, & want security.
 Theory Y
• Douglas McGregor
• Argued that work is natural,
people do not inherently
dislike it.
• People will work at their
own accord towards
objectives.
• People become committed
to objectives that fulfill
inner personal needs.
• Under the right conditions
people accept & seek out
responsibility.
• Imagination, ingenuity, &
creativity to solving
problems is widely
distributed in the population.
• Modern industrial
organizations use only a
portion of the intellectual
potential of the average
human being.
 Theory X vs. Theory Y
• Theory X fits the old-style hospitality manager.
• Theory Y is a revised view of human nature with
emphasis on using the full range of workers’ talents,
needs, & aspirations.
– A popular way of moving toward a Theory Y style of people
management is to involve one’s workers in certain aspects
of management, such as problem solving & decision
making.
• The participative management style results when
workers have a high degree of involvement in such
management concerns as planning & decision
making.
 Situational Leadership -
Kenneth Blanchard & Paul Hersey
Two types of Leadership behaviors:
• Directed behavior - Tell employees exactly
what you want done, how, when, & where. The
focus is to get the job done, it is best to use
when employees are learning a new aspect of
their job.
• Supportive behavior - Show caring, &
support to you employees. Praise, encourage,
& involve them in decision making. This is best
to use when a employee lacks commitment to
do a job.
Combining Directive & Supportive
Styles
1. Directing Style: A lot of directed & few
supportive behaviors.
2. Coaching Style: A lot of both directive &
supportive behaviors.
3. Supporting Style: Highly supportive
behaviors.
4. Delegating Style: Low on both directive &
supportive because responsibility is turned
over to employees.
Transformational Leadership:
• Transactional leaders:
motivate through
appealing to workers self
interest (rewards).
• Transformational
leaders: act as a coach,
lead by example,
communicate, inspire, &
provide workers with
challenging jobs.
 Empowerment

• A technique used by participative

leaders to share decision-making
authority with team members.
• Empowerment means giving
employees more control over their
decisions, resources, & work.
• When decision-making power is
shared at all levels of the
organization, employees feel a
greater sense of ownership &
responsibility.
 Developing Your Own Style
• The best style of leadership, for
you, is whatever works best in
terms of these three basics:
– Your own personality.
– The workers you supervise.
– The situations you face.
• It should be a situational type of
leadership, just as your
management style must be a flex
style that reacts to situations as
they arise.
 Developing Your Own Style

• What you need most in finding

what works best is awareness
of:
– Yourself & the feelings, desires,
biases, abilities, power, &
influence you bring to a
situation; awareness of the
special needs & traits of your
various workers & awareness of
the situation, the big picture, so
you can recognize what is
needed, conceptual skills &
human skills.
 Developing Your Own Style
• Leadership is also about
change.
• Remember there is a six-step
method of making changes:
– 1st, state the purpose.
– 2nd, involve others.
– 3rd, test the plan before you
implement it company-wide.
– 4th, introduce the change.
– 5th, maintain & reinforce the
change.
– 6th, follow up!
 Ethics
• A set of moral principles or
rules of conduct that provide
guidelines for morally right
behavior.
• Hall suggests 5 questions that
you can use to help decide
how ethical a certain decision
is:
– 1. Is the decision legal?
– 2. Is the decision fair?
– 3. Does the decision hurt
anyone?
– 4. Have I been honest with those
affected?
– 5. Can I live with my decision?
 The Supervisor as Mentor
• A mentor is a leader, an
excellent role model, & a
teacher.
• A supervisor often functions
as a mentor to a worker by
providing guidance &
knowledge on learning the
operation & moving up the
career ladder.
• Being a mentor can provide
feelings of pride &
satisfaction because you
have contributed to someone
else’s career development.
© 2010 John Wiley & Sons, Inc