Introduction To Hospitality Fifth Edition John R. Walker: Chapter 14: Leadership and Management

introduction to hospitality
fifth edition
john r. walker
Chapter 14: Leadership and Management

Chapter 14
Leadership and Management
• Leadership
• Hospitality Management
• Distinction Between Leadership and
Management
• Ethics
• Trends
Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Fifth Edition Upper Saddle River, New Jersey 07458
John Walker All rights reserved.
Leadership Traits
• Courage • Judgment
• Decisiveness • Justice
• Dependability • Knowledge
• Endurance • Loyalty
• Enthusiasm • Tact
• Initiative • Unselfishness
• Integrity

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

Definitions of Leadership
• “Leading is the process by which a
person with vision is able to influence
the activities and outcomes of others
in a desired way.”
• Leaders know what they want and
why they want it—and they are able
to communicate those desires to
others to gain their cooperation and
support
Transactional Leadership
• Process by which a leader is able to
bring about desired actions from others
by using certain behaviors, rewards, or
incentives
• In essence, an exchange or transaction
takes place between leader and follower
– A hotel general manager who pressures
the food and beverage director to
achieve certain goals in exchange for a
bonus is an example of someone
practicing transactional leadership
Figure 14-1 Transactional Leadership Model

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

Examples of Excellence
in Leadership
• Dr. Martin Luther King, Jr.

• Herb Kelleher
• Bill Fisher
• Richard P. Mayer

Demands Placed on Leaders
• Includes those made by owners, the

corporate office, guests, employees,
regulatory agencies, and competitors
• Figure 14-2:

Common Traits Among Leaders
Include:
• 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

Approaches to Becoming a
Hotel Leader
• Be decisive
• Follow through
• Select the best
• Empower employees
• Enhance career development

Hospitality Management
• Managers plan, organize, make decisions,
communicate, motivate, control the efforts
of a group to accomplish predetermined
goals, and establish direction
• Managers focus most of their time on
strategic planning and the organization’s
mission
– Most top managers do not get involved in the
day-to-day aspects of the operation

• Management is simply what managers do:
Plan, organize, make decisions,
communicate, motivate, and control
• Management is defined as “the process of
working with and through others to
accomplish organizational goals in an
efficient and effective way”
• Efficiency is getting the most done with
the fewest number of inputs

• Managers are often classified into three
levels:
– Front-line managers are the lowest-level
managers—they manage the work of line
employees; they may also be called
supervisors
– Middle managers are akin to department
heads—they fall between front-line managers
and top management; they are responsible for
short- to medium-range plans, they establish
goals and objectives, and manage front-line
managers
– Top managers are responsible for making
medium- to long-range plans and for
establishing goals and strategies
Key Management Functions
• Planning involves setting the company’s
goals and developing plans to meet or
exceed those goals
• Organizing is the process of deciding
what needs to be done, who will do it, how
the tasks will be grouped, who reports to
whom, and who makes decisions
• Decision making includes determining
the vision, mission, goals, and objectives
of the company
Key Management Functions
• Communication with and motivation of
individuals and groups are required to get
the job done
• Human resources and motivating
involves attracting and retaining the best
employees and keeping morale high
• Controlling is the final management
function which includes the setting of
standards and comparing actual results
with those standards
Figure 14–5 Key Management Functions
Leading to Goal Accomplishment

Managerial Skills
• Managers also need other major skills:
– Conceptual skills enable top managers to view
the corporation as a complete entity and
understand how it is split into departments to
achieve specific goals
– Managers need to lead, influence,
communicate, supervise, coach, and evaluate
employees’ performances
– Managers need to have the technical skills
required to understand and use modern
techniques, methods, equipment, and
procedures
Figure 14-6 Management Skill Areas

Manager’s Changing Role
• Managers wear a variety of hats,
including:
– Figurehead role
– Leader role
– Liaison role
– Spokesperson role
– Negotiator role

Distinction Between Leadership
and Management
• Managers • Leaders
– Working in the system – Working on the system
– React – Create opportunities
– Control risks – Seek opportunities
– Enforce organizational – Change organizational
rules rules
– Seek and then follow – Provide a vision to believe
direction in and strategic alignment
– Control people by pushing – Motivate people by
them in the right direction satisfying basic human
– Coordinate effort needs
– Inspire achievement and
energize people

Ethics
• A set of moral principles and values that
people use to answer questions about
right and wrong
• Ethics and morals have become an
integral part of hospitality decisions, from
employment (equal opportunity and
affirmative action) to truth in menus
• Many corporations and businesses have
developed a code of ethics that all
employees use to make decisions
Trends
• Leading a more diverse group of
associates
• Many entry-level employees do not have
basic job skills
• An increasing need for training
• The need to create leaders out of line
managers
• Managing sales revenue all the way to the
bottom line
• Establishing independent business units to
make their own profit, or subcontracting
out that department
Trends
• Instead of keeping a person on payroll for
a function that is only needed occasionally,
outsourcing that service to specialists
• Cutting down on full-time employees and
hiring more part-time employees to avoid
paying benefits
• An increasing challenge to keep up with
technological advances and their benefits
• Social and environmental issues
continuing to increase in importance
• A greater emphasis placed on ethics
The End


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introduction to hospitality

Chapter 14: Leadership and Management

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

• Dr. Martin Luther King, Jr.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

• Includes those made by owners, the

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

Introduction to Hospitality Copyright ©2009 by Pearson Education, Inc.

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