Leadership and Management Dynamics in Hospitality Industry

1. Chapter 14Leadership and Management

2. After Reading and Studying This Chapter, You Should Be Able to: • Distinguish the characteristics and practices of leaders and managers • Define leadership and management • Distinguish between transactional and transformational leadership • Describe the key management functions • Differentiate between leadership and management

3. Leadership Defined: “Leading is the process by which a person with vision is able to influence the activities and outcomes of others in a desired way.”

4. Bearing Courage Decisiveness Dependability Endurance Enthusiasm Initiative Integrity Judgment Justice Knowledge Loyalty Tact Unselfishness Leadership Traits

5. Identifiable Practices Common to Leaders • Challenge the process • Inspire a shared vision • Enable others to act • Model the way • Encourage the heart

6. Strong Leadership Can Improve Service • Effective leadership involves • Applying your own particular brand of leadership to the operation • Managing change effectively • Fostering teamwork • Soliciting input from employees • Motivating employees • Delivering on all promises

7. Transactional Leadership • Leader is able to gain results through rewards, desired behaviors and/or incentives • Work in exchange for a desired reward

8. Figure 14-1Transactional Leadership Model

9. Transformational Leadership • Eliciting performance above normal expectations • Three important factors: • Charisma • Individual consideration • Intellectual stimulation

10. Demands on the Hospitality Manager • Owners • Corporate office • Guests • Employees • Regulatory agencies • Competitors

11. Figure 14-2Dynamics of Demand on General Manager in the Hospitality Industry

12. Common Traits • High ego strength • Strategic thinking ability • Orientation towards the future • Belief in principles of human behavior • Strong connections • Politically astute • Know how to use power

13. Questions Leaders Ask • “What needs to be done?” • “What can and should I do to make a difference?” • “What are the organization’s missions and goals?” • Do I pass the “mirror test?”

14. Active Leaders • Reposition products and services to build a competitive advantage • Recruit talented people to execute the new strategies • Establish organizational resources that tightly focus on new strategies

15. Leadership Approaches • Be decisive • Follow through • Select the best • Empower employees • Enhance career development

16. Management Defined “The process of coordinating work activities so that they are completed efficiently and effectively with and through other people.”

17. Key Management Functions • Forecasting • Planning • Organizing • Decision-Making • Communicating • Motivating • Controlling

18. Efficiency Effectiveness Results

19. Three Levels of Management Top Managers Middle Managers Front-line Managers

20. Managerial Skills • Conceptual • Human • Technical

21. Figure 14-6Management Skill Areas

22. Managerial Roles • Figurehead • Leader • Spokesperson • Negotiator

23. Leadership vs. Management

24. To Empower Employees, Managers Must: • Take risks • Delegate • Foster a learning environment

25. Empowered Employees Tend to: • Speak out about problems and concerns • Take responsibility for their actions • Consider themselves a network of professionals • Have the authority to make their own decisions when serving guests

26. Trends • Diversity in associates • Lack of basic job skills • Increased need for training • Need to promote from within

27. More Trends • Managing sales revenue all the way to the bottom line • Independent business units • Outsourcing • Increase in part-time workers • Technological advances • Social and environmental issues