Leadership: Behavioral

Aspects of Strategy

Chapter 11
 Learning Objectives
Upon completion of this chapter, you will:

• 1. Understand the contingency relationships affecting leadership.

• 2. Have a full appreciation for why leadership will be different in the future.
• 3. Understand the visioning process.
• 4. Understand the process of leading change.
• 5. Appreciate the challenges resulting from a both changing workplace and the nature of work within it
.
 The Contingency Approach

Environment)
(Employee)
Stakeholder
Follower
(Customer in
service transaction)

Leader
 The Visioning Process
A Search for emerging patterns Exploring change:
•Environmental scanning •Visioning process
of change • Intelligence systems •Trend analysis
An examination of the remote, task and •Causal models •Prediction
functional environments •Foreseeing •Brainstorming
Exploring the body of knowledge •Synthesizing

Understand forces:
Identification of •Describe forces
key forces driving change •Estimate timing and evolution
•Determine range of intensity
•Estimate probabilities of occurrence
•Estimate strength

Impact on stakeholders:
Impact analysis •Impact assessment
•Opportunity analysis
•Problem identification
•Risk analysis
•Matrix assessment
•Scenarios

The strategy formulation process:

Strategy Choice •Creative response
The choice of competitive methods •Internal assessment
•Objective setting
$ •Action plans
$ •Performance evaluation
 Managing the Change Process
Recognition and acceptance of
the need for change

Establish a Vision Identify key competitive methods

necessary to realize the Vision

Identifying change agents and

boundary spanners Assemble leadership team
to manage the change process

Sharing the Vision Obtaining commitment

through communication

Dismantle present structure

Recognize and remove obstacles
to change

Build new structures

Allocate resources
to new Vision

Reward success Institutionalize

change process
 Questions
• 1 The hospitality manager of tomorrow must be
• able to anticipate change.
• a visionary.
• autocratic.
• able to anticipate change; a visionary.

• 2 The most important asset of hospitality firms is

• financial capital.
• brand.
• human capital.
• building.

• 3 Which statement is not true?

•
• Tomorrow's managers must be visionary.
• Tomorrow's managers will only be able to tell others how to perform.
• Tomorrow's managers should consider themselves as a first among equals.
• Tomorrow's managers must anticipate events in the future.
 Questions
4 Which theory of leadership best explains the complex nature of this concept?
• X, Y and Z theories
• Transactional analysis and leader effectiveness
• Contingency theory
• Path goal theory

5 Which task is of least strategic importance for the manager of tomorrow?

• Finding hourly employees

• Allocates resources effectively to the service that meets the guests' needs
• Determining what to expect from the specialists
• Negotiating with specialists to achieve the best strategic alliances

6 The contingency approach defines leadership as

•
• the relationship among leader, environment, and stakeholder.
• the relationship among leader, follower, and environment.
• the relationship among leader, follower, stakeholder, and environment.
• the relationship among leader, knowledge worker, follower, and stakeholder.
 Questions
7 Which of the following is not a way to understand uncertainty?
•
• Trend analysis
• Visioning workshop
• Prediction
• Motion study

8 In the visioning process, which should be the first step?

• Searching for emerging patterns of change.
• Identifying key forces driving changes.
• Determining the impact of the forces.
• Implementing the chosen strategy.

9 Why are members of an organization unable to agree on the urgency for change?
• They feel quite comfortable with themselves.
• They feel that "if it isn't broken, don't fix it."
• They do not want to take the challenge.
• All of the above
 Questions
10 Which of the actions below would be difficult for a change agent to perform?
•
• Remove others' doubts and uncertainties.
• Have strong conceptual and perceptual skills.
• Communicate effectively and bring individuals to action.
• Keep the status quo thinking and cry out "it wouldn't work."

11 What capabilities must the leader of tomorrow possess?

• Visioning and employing value-adding strategies in a dynamic and complex setting.
• Using and managing knowledge and technology for competitive advantage.
• Spanning boundaries of cultures, business environments, and management know-how.
• All of the above
12 What kind of characteristics should a future leader have?
• Perception and insight into the realities of the world and into themselves.
• Emotional strength to manage their own and others' anxiety.
• The willingness and ability to share power and control according to people's knowledge and skill
• All of the above