Leadership and Management in Hospitality

LEADERSHIP AND
MANAGEMENT FOR
SERVICE INDUSTRIES

TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
LO 1.................................................................................................................................................3
Review of management theories and leadership styles...............................................................3
Role of leader and leadership styles............................................................................................6
LO 2.................................................................................................................................................8
Internal and External factors affecting environment...................................................................8
LO 3...............................................................................................................................................10
Assessment of management skills and coping with change......................................................10
LO 4...............................................................................................................................................12
Management and leadership skill..............................................................................................12
CONCLUSION..............................................................................................................................13
REFERENCES..............................................................................................................................14

INTRODUCTION
The report is based on leadership and management in hospitality. Leadership and management
are two sides of the same coin leading the organisation. Hilton Hotel has been taken as
organisation for study. The study gives an insight in the leadership and management approaches
which are present and relevant for the service sector. It discusses of the internal and external
factors which influence the organisation. Assessment of hard and soft skills have been discussed.
Comparison of organisations in same service sector has been done.
LO 1
Review of management theories and leadership styles
Hospitality management is the term which means handling food, beverages and accommodation
in service industry. Hospitality management is related with creation of good experience for
people who come for visit.
Classical approach
The theory known as scientific management theory lays emphasis on supervision individual
department wise rather than overall hotel. Its approach is to find a best way for performing the
task. Managers employing this approach find best methods of carrying out tasks and duties.
Efficiency implies doing things in the right way. However, this theory does not lay focus on
effectiveness in improvement in quality or increasing output quantity (Huertas-Valdivia,
Gallego-Burín and Lloréns-Montes, 2019).
Behavioural theory
The theory states that human factor plays an essential role in the workplace productivity.
Ambience at workplace does not influence people’s productivity according to research
conducted. However, it was seen that if employees are left free without supervision, they
performed better and interacted in a better way with each other. Thus, it emphasises human
factor to be brought in with giving freedom to employees. The hospitality Hilton hotel believes

that employees should be given freedom to operate and supervision should not be in an
overwhelming manner.
Management Science
It stands from classical approach as it lays emphasis on effectiveness. For that, it employs
scientific calculation-based approach for evaluation of performance. Steps such as observation,
model development, hypothesis testing with conclusions of writing are used here. Managers use
these methods for developing solutions and evaluating the effectiveness.
Transformational theory
Effective leadership is defined as a positive relationship between team members and leaders. The
leader wants the employees to become their own managers and develop leadership skills in
themselves because they will be tomorrow's leaders. The leader wants his or her employees to
see the same vision for the organisation as he or she does.
Critical analysis: The theory takes a positive approach in that the leader wants to see a flow of
vision among employees regarding the company. Employees must make a long-term
commitment in order to aid the organization's goals as well as their own (Huertas-Valdivia,
Gallego-Burín and Lloréns-Montes, 2019). Employees are given training and development
workshops in order to motivate them to approach their work with the mindset of a manager and
witness results for themselves. The leader is correct in encouraging subordinates to develop
leadership skills so that they might serve as mentors to others. The primary criticism of the
notion is that not all employees will be able to comprehend the leader's vision because they may
not have a long commitment. Creating this feeling among employees for the company can only
serve as a springboard for the development of the vision and other traits. This will result in a
significant shift in beliefs, which will have a significant impact on the organisation. At Hilton,
there are leaders who have such a transformational vision for the employees.
Situational theory

This theory proposes that no single leadership style is appropriate for all situations, and that the
best leaders adapt to the circumstances. The approach of this sort of leadership is adaptable
(Hassi, 2019).
Critical analysis: The theory holds true for a leader's ability to adapt to various situations and to
play roles such as participatory, delegative, directive, and so on. This may be useful depending
on the circumstances. With the shifting methods, the team may become confused about the
leader. Given his shift in leadership approaches, they might not know how to approach him. The
leader must communicate with them, as if he were a buddy, a teacher, or an instructor, depending
on the scenario and the organization's aim, in order for employees to grasp the numerous facets
of the leader. Hilton Hotel follows the situational theory mostly.
Behavioural theory
Instead of inborn qualities, the focus is on how a person's environment, one’s surroundings,
shape one into a leader. It states that a person will act or behave in a certain way based on their
training. Conditioning is a term used to describe a particular style of behaviour that is the
outcome of environmental responses to behaviour.
Critical analysis: The hypothesis justifies the psychological effects that one's surroundings might
have on a person. The environment can have an impact on leadership qualities and cause people
to behave based on their own experiences. However, it has been observed that it can lead to a
leader's personal viewpoint that may differ from that of other subordinates, as each has their own
experience and understanding of human behaviour, and disagreements in decisions may arise,
necessitating the leadership to take a holistic approach and find the best solution for all. With the
development of this understanding, a transformation in the organisation will occur (Hassi,
2019).
Transactional theory
This type of leadership is results-oriented, and the leader is motivated by a system of rewards
and punishments to complete a task. Effective leadership is considered as goal-oriented and
based on a hierarchy. There is less room for originality, and leaders want to stick to the rules
(Liang and et.al.,2017).

Critical analysis: The idea takes a traditional approach, and the leader believes that adhering to
the organisation and structure will instil discipline and set an example for other subordinates to
follow, resulting in timely results. However, times have changed, and businesses must now focus
more on their employees than in the past. Because there must be room for employee
considerations, the organisation structure approach may not hold up for a long time; a more
decentralised method may be required to help resolve employee issues swiftly. There must also
be innovation, which cannot occur within the same established organisation because invention
occurs through the free flow of ideas and informal dialogues. It necessitates a meeting between
seniors and juniors to determine the best course of action for the organisation. This is a
requirement today to stay competitive and bring about organisational transformation, which
everyone, regardless of their position, is a part of.
Role of leader and leadership styles
The leader is one who gives direction to one’s team and leads by example. A leader does not
have to be a manager but some one who can guide the group of individuals for a common vision
by understanding their problems, solving them as well as making them understand organisation’s
point of view and aligns them in a team to get the work done in an effective and timely manner.
Different leadership styles
Autocratic leadership style
The leader takes decisions on own and does not involve team members in the decision-making.
The leader does not mingle with the team to know their point of view and wants them to follow
own guidelines (Liang and et.al., 2017).
Democratic leadership style
The leader takes the opinion of team in decision-making. However, the decision final given is by
leader but inputs are valued of the employees. This approach takes a team along in decision-
making.