Leadership Styles and Emotional Intelligence in Hotel and Hospitality Management

This reflective blog entry discusses the different leadership styles, characteristics, emotional intelligence etc. that were covered in the module 4 of Hotel and Hospitality Management. It sheds light on what the author has learned throughout their serving and how emotional intelligence has helped them to operate their job role in emotionally intelligent manners for meeting the need of the staffs.

Running head: HOTEL AND HOSPITALITY MANAGEMENT
Hotel and Hospitality Management
Name of the Student:
Name of the University:
Author note:

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In this reflective blog entry, I shall discuss about the different leadership styles,
characteristics, emotional intelligence etc. that were covered in the module 4. It is to mention
that I work as Assistant General Manager (AGM) in Regent Park Resort of Bangladesh. In
this paper, I shall elaborate on what happened and the most interesting about my entire
experience in this organisation. I would further shed light on what I have learned throughout
my serving.
Leader has a very tough but important job. As an Assistant General Manager in the
Regent Park Resort I had many duties and one among them was to manage the day to day
operations of the organisation and to make sure that there is always valuable and positive
working environment present in the company for the staffs. To do so, I had to lead a team of
some unique individuals for following the organisational vision as well as to motivate them
for working collaboratively towards attaining a common goal. I am very people-focused and
this is clear from the leadership style that I followed. I have followed democratic style or
leadership where I invited my peers in taking part in the decision making process. I have
given everyone chances and opportunities to participate and exchange their ideas so that they
can showcase their specialities and improve the production. Emotional intelligence have
helped me a lot to operate my job role in emotionally intelligent manners for meeting the
need of the staffs. I have learnt that self-awareness, relationship management, empathy and
self-regulation are the core of the entire process. These four components are the pillars of
emotional intelligence, which is very important for any leader like me who have diverse job
role to possess. However, all these have also stressed me a lot sometimes. With effective stress
management tragedies like open and collaborative approaches and flexibility, I have cultivated a
productive, positive and stress free environment for me in the workplace.
From the module I have learned several concepts which I am going to focus on in
efforts for becoming more effective at my workplace. I have realised the prevalence of the

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relationship in between success and self-awareness. Right before learning about emotional
intelligence, I would have agreed on the notion that a leader has an IQ, which is always above
average. But, now I have learned that the IQ does not have much to do with being successful
leader. It is just something that gets our foot in the door. Being aware of my own strengths
and capabilities as well as the four basic emotions (sad, mad, scared and glad) which I
experience, I would better understand myself and the emotional queues of others as well. It is
something that I found to be very interesting.
I would like to mention that in terms of my own emotional intelligence, I have certain
strengths and weaknesses. I should improve on my listening skills as Assistant General
Manager. I need to listen more effectively and intently to my peers and staffs so that I could
communicate with them in better ways. It would also allow me to find out what they want
from me as their leader.

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References:
Lee, C., Hallak, R., & Sardeshmukh, S. R. (2016). Innovation, entrepreneurship, and
restaurant performance: A higher-order structural model. Tourism Management, 53,
215-228. Retrieved from:
https://fardapaper.ir/mohavaha/uploads/2017/10/Innovation-entrepreneurship-and-
restaurant-performance-A-higher-order-structural-model.pdf
Nichols, A. L. (2016). What do people desire in their leaders? The effect of leadership
experience on desired leadership traits. Leadership & Organization Development
Journal, 37(5), 658-671. Retrieved from: https://doi.org/10.1108/LODJ-09-2014-0182