Contemporary Leadership and Management in Hospital

This document discusses contemporary leadership and management practices in the hospital setting. It explores classical management theories and leadership styles, factors influencing management styles in the service industry, and the role of motivation in management. The document also provides insights into the current and future management and leadership skills applicable in the service sector.

Running head: LEADERSHIP
Contemporary Leadership and Management in Hospital
Name of the Student
Name of the University
Author Note

1LEADERSHIP
Table of Contents
Introduction:...............................................................................................................................3
Discussion:.................................................................................................................................3
- L01 A review of classical management theories and leadership styles.......................3
Organizational Culture and Structure.................................................................................3
Management and Leadership.............................................................................................5
- L02 Exploration of the factors that influence different management styles and
structures in the service industry context...............................................................................8
Internal Organizational Factors..........................................................................................8
External Factors...............................................................................................................10
-L03 Assessment of current and future management of leadership skills of the service
sector....................................................................................................................................11
Management Skills...........................................................................................................11
- L04 Demonstration of the management and leadership skills in a service industry
context..................................................................................................................................13
Service Industry Context:.................................................................................................14
Developing leaders in service industry context...............................................................15
Conclusion................................................................................................................................17
Reference List..........................................................................................................................18

2LEADERSHIP

3LEADERSHIP
Introduction:
Leadership can be perceived as the ability of people to guide, motivate, encourage and
support people through a shared vision and exemplary behaviour, through which they can
influence the team or the people towards better engagement and performance. Management
theories and leadership styles provide essential foundations for organizations through which
they can encourage better organizational performance and provide a strategic direction for the
regulatory processes. The aim of this study is to review essential theories of management and
styles of leadership, explore crucial factors that influences the various methods of
management and leadership within the context of a service industry, assess the current as well
as future management and leadership skills that can be applicable within the service sector as
well as demonstrate management and leadership skills within the context of a service
industry.
Discussion:
- L01 A review of classical management theories and leadership styles
Organizational Culture and Structure
Types of organizational structures
Organizational structure can be of different types which are outlined below:
 Unitary: Unitary structure of an organization is characterized by the presence of a
single power which managers and controls the organization unitarily in the form of a
central governance. Examples of such steucture can be seen in case of Westgate
Resorts (Florida, USA) as well as Warwick Hotels and Resorts (New York, USA).
 Centralized: This structure is characterized by the centralized power in terms of
decision making which is concentrated towards the upper management and
leadership. This structure is therefore is also related to hierarchical structure of the

4LEADERSHIP
organization. Example of such as structure can be seen in case of Oberoi Group
(India), Rosewood Hotel Group (China) and Prince Hotels (Japan).
 Decentralized: This structure is opposite to centralized structure in whicht eh decision
making power is not centralized and is shared within the workforce evenly. Omni
Hotels and Resprts (USA) and Hoshino Resort (Japan) follows this structure.
 Divisional: This structure is characterized by the formation of many divisions that are
managed and governed independently, as seen in case of Oyo hotels and AirBnB.
 Matrix: This structure is characterized by overlap in management functions, creating a
matrix of roles and responsibilities as seen is case of Hayat International
 Process: This structure is characterized by the process specific design of the
organization that focuses on the enhancement of specific processes and services as
seen in case of Hilton USA)
(Shamim et al. 2017)
Organizational Culture definition and types
Organizational culture is the collective behavior of people that includes their attitudes,
actions, principles and values as well as the organizational goals and objectives. Based on
these factors, organizational culture can be of different types such as bureaucratic,
competitive, community and entrepreneurial culture
Determinants of culture, cultural change and ethical issues
Organizational culture can be influenced by various factors or determinants such as the
climate of the organization, the style of leadership, the culture of the organization, the
organizational structures and systems and the skills and resources in the organization. These
determinants influences how individuals interact within the organization and thus the culture.
Moreover, these determinants can also influence cultural changes in the organization

5LEADERSHIP
(influencing resistance to change) and also how ethical issues are addressed within the
organization (Weinland et al. 2016).
Management and Leadership
Functions of management related to management theories
A different classification occurs within management theories which categories the various
approaches that exist and supports management; these can include classical management
theories, situational management theories, humanistic management theories and modern
management theories. The aim of the traditional management theories is mainly to forecast
and influence the organizational behavior and have some very specific features such as a
robust chain of command (consisting of distinct top level, middle level and first level
management), a different division of labor, a top to down influence within the organization
which is usually one-sided and an authoritarian style of leadership (Gursoy et al. 2017).
The main functions of management can include planning, controlling, organizing, staffing
and directing the workforce, through which the managers can effectively manage people and
performance in the organization.
Definition and difference between managers and leaders:
Managers are professionals who are responsible for managing people and performance in and
organization, while leaders are processionals who are responsible for leading, guiding and
motivating people towards better performance. Thus the functions of a manager and a leader
aee somewhat interrelated, even though distinct from each other (Ling et al. 2017).
Role of manager Vs Role of a leader
Manager Leader
Overseeing business processes Creating a future goal and vision
Achievement of performance balance Initiating change

6LEADERSHIP
Operational Execution Provide ideas
Control of operation Calculated risks
Immediate attentions Converting challenges to opportunities
Focus on procedures Substance
Instructing employees Education
Impersonal decisions Emotional Inteligence
(Huang et al. 2016)
Leadership Styles
Different theories exist within the classical management category that determines the
different styles of leadership, which includes the following:
 Scientific Management Theory: The scientific management theory mainly focused on
the pursuit of investigations and on temporal information as the platforms to make
management decisions. The prime focus of the method was on the productivity of a
business by helping to achieve scientifically proven and supported solutions to
business problems. According to Belias et al. (2017), the scientific management
theory plays a crucial role in the development of organizational performance due to
the quantitative and analytical approach of the scientific tools and its accuracy to
provide support and keen insight that helps in effective decision making. However, it
has also been pointed out by Huang et al. (2016) that this theory can often be very
reductionist and lack the humanistic approach to understand and analyses the
situation. Since useful quantification of emotions and behavioural attitudes cannot be
done with perfect accuracy, using scientific methods to explain them can provide

7LEADERSHIP
inconclusive results and thus might not be efficient in all circumstances, especially
related to the behaviours, attitudes and beliefs of people.
 Administrative Management Theory: Administrative management theory is an
integration of general management and business management practices with a
particular focus on the management aspect. The method outlines six functions as well
as 14 principles of management. The six services include planning, predicting,
commanding, organizing, monitoring and coordinating. The fourteen principles of
Administrative Management Theory comprises a division of labour, clear line of
authority, discipline, unity of the command, unity in the strategic directions, focus on
individual interest, remuneration, centralization, hierarchy or a scalar chain of
command, order, equity, stability in tenure, encouragement and engagement at all
levels. The advantage of this theory is that it helps to develop management practices
through a structured approach and helps in the effective delegation of tasks based on
the functions and principles. However, the theory can also be very rigid and inflexible
and can create stagnation within an organization (Liang et al. 2017). The
administrative management, however, does help to overcome the challenges of the
scientific theories of management.
 Management Bureaucratic Theory: Also known as Weber's Theory of Bureaucracy is
a combination of economic and social organization theories. The theory puts strict
emphasis on strict line of hierarchy and command within the organization with a
rigorous and robust control on the organizational behaviour and is characterized by
factors such as formal rules and regulations, a working system of relations and
specialized training programs. This theory helps to create a neutral platform of
management that takes into consideration the needs of the business/organization as
well as those of the people (Gajjar and Okumus 2018). The bureaucratic system also

8LEADERSHIP
involves a written set of rules and directives which are needed for better division of
tasks. However, a significant drawback of this theory is that it does not provide the
scope of flexibility and creative or innovative thinking and thereby can stifle
creativity and creative thinking in the workforce. The approach also tends to overlook
the significance of creativity as well s human emotions and therefore, can
significantly affect job satisfaction within the organization and increase job stress.
(Lashley 2015; Gursoy et al. 2017; Huang et al. 2016)
Motivational Management
Motivation management is an approach that focuses on the management of motivation among
the employees and ensure that the employees’ stays motivated towards the benefit of the
business. This involves, leaders and managers motivating the employees through the
providence of incentives, support development of the employees (professionally and
personally), empower the employees, provide them opportunities of growth and success,
determine developmental plans, provide support for better performance, set out clear goals
for them and also provide challenging situation that promotes skill and competency
development (Firdauz et al. 2015).
- L02 Exploration of the factors that influence different management styles and
structures in the service industry context
Internal Organizational Factors
The internal factors within the organization are outlined as below:
 Personality: The personality of the management and leadership plays the most critical
impact on the style and structure of control in a service sector context. This includes
the levels of introversion or extroversion, beliefs and views as well as ethics and

9LEADERSHIP
principles that influence the behaviour and personalities of individuals. A leader with
a positive and charming personality, can be more effective in the development of an
inclusive workforce and support open communication, while leaders who are driven
by results can help the event of a more result oriented management style (Ling, Liu
and Wu 2017).
 Organizational Culture: The culture within the organization plays a crucial role in the
selection of strategies to manage them. The culture of an organization influences not
just the behaviours and attitudes of the people but also the performance, productivity
and the levels of engagement of the people in the organizational processes and
activities and thereby even the styles of management that can be used.
 Organizational Diversity: At the time of working with a culturally diverse workforce
the leadership and management need to utilize a more inclusive management practice
that includes higher engagement and involvement of the people in the decision
making the process and show respect for cultural differences and individual beliefs of
the people through its management practices (Megeirhi et al. 2018). Organizational
diversity can also influence the management style by the implication of more
creativity and innovation in the practices and procedures of the business.
 Organizational resources: The resources present within the organization and with the
access of the people plays an essential role in how the workforce can be managed and
led. Better access to resources can not only support better productivity but also
support the better engagement of the employees and facilitate job satisfaction, thereby
helping the management to create a positive work culture. The resources moreover
can also promote better control due to the development of a better relationship
between the administration and workforce.

10LEADERSHIP
 Organizational Environment: The external environment of the organization plays a
crucial role in the selection of the management style as it affects the process of
recruitment and selection, and the availability of a skilled workforce. The
environment can also change the employee retention rates since they can impact the
resource pool of talents in the market and thereby affecting the demand for various
skilled professionals. Due to this, a competitive force is exerted on the businesses who
need to use multiple strategies to maintain employee retention and motivate them
better to continue their engagement with the organization.
 Innovation: The levels of innovation and creativity also can significantly influence the
workforce and the internal working mechanisms and thus is another important internal
factor.
(Gursoy et al. 2017)
External Factors
Within the service industry, different external factors can change the methods and
compositions of management and leadership. These factors are briefly outlined below:
 Roles of the employees: The functions of the employees within the organization and
the levels of authorities they hold can affect the management style as the character can
affect how the employee's engagement with their work was thereby influencing the
techniques of management that can be used for them. The employee roles can change
leadership style as well since the leadership is involved in the delegation of the
functions to the employees. Moreover, the management structure and power positions
can also be influenced by the roles of the employees within the service sector.
 Technology: Technology is another significant influence of management and
leadership style as technology can impact businesses at various levels and provide the

11LEADERSHIP
management multiple tools to manage and monitor the workforce as well as develop
and maintain effective communication within the organization. Therefore technology
in effect always affects every management processes at different levels at all times
(Firdauz, Sapri and Mohammad 2015). However, it should also be noted that
technology can also form a barrier for management, if it is not utilized correctly and
can often be disruptive in mature, thereby implying the usage of ethical and
responsible management approaches.
 Globalization: This is an important external factor that can influence how businesses
interact with other organization as well as the stakeholders and customers thus
influencing performance.
 Competition between brands: Market competition is another factor that can also affect
the performance.
(Altin et al. 2018)
-L03 Assessment of current and future management of leadership skills of the
service sector
Management Skills
The following management skills are needed in future management and leadership for best
professional and performance outcomes.
Managing Team Dynamics:
This can affect the management of leadership styles due to the involvement of more
employees in the development process of the skills and competencies needed for leadership
of the organization, This can not only prepare more employees to take up leadership positions
within the organization but also develop the organizational culture as well. However, it can

12LEADERSHIP
also be pointed out that through better engagement of the employees, any form of
management style and leadership development strategy can be more successful.
Planning:
Adapting to the sustainability needs of an organization can affect the management of
leadership skills in the organization since the sustainability needs can have the most
significant impact on the business strategies and directional and jeopardize the future of the
business. The sustainability needs moreover can lead to the development of new leadership
styles in the management to address changing business needs and expectations for which
planning is necessary
Decision Making:
This aspect can also affect the management of leadership styles as the customer centricity
forms an essential part of the business strategies and therefore suggest the role of the
administration to promote business policies that keep the best interest of the customers at the
core of the decisions (Terglav, Ruzzier and Kaše 2016). The role of the managers can also be
to promote the customer centricity and the focus on customer needs and expectations within
the organizational processes and procedures, thereby also influencing the leadership style and
selection methods.
Strategic Mindset:
The future trends in the market can change the management of leadership styles in the
organization as the changing trend in the market can create new necessities for the business
thereby affecting the strategic directions as well as the leadership roles within the company.
The future trends can also influence how the organization can recruit and retain its workforce
and thereby also affecting the leadership within the organization.

13LEADERSHIP
Problem Solving:
The target to preserve the quality of service can affect the management of leadership skills as
high service quality can be secured using a focused and robust leadership within the
organization. Moreover, the leadership style can be affected by the focus on the delivery of
high quality service for the customers as a part of the organizational vision, mission and
objectives (Belias et al. 2017).
Communication:
External changes in the social, economic and political situations of a business can also
cause a significant impact on the management of leadership style as it can create an
environment which can be either favorable or unfavorable for the development of
individual leadership approaches within the organization (Firdauz et al. 2015).
Motivation:
Changes in the opinions and the reactions of the employees play a vital role in the
management process because the attitudes and actions can affect how the people can be
managed and the culture that develops within the workforce (Huang et al. 2016). Moreover,
future changes in the attitudes and behaviours can also cause a difference in the leadership
style in the long run (Belias et al. 2017).
Delegation:
Managers are also resp9onsible for delegating tasks to employees and thus ensure that
important tasks are completed successfully.
Conflict Management:
Management of conflicts is a necessary quality that helps managers to effectively mitigate
interpersonal conflicts which adversely impacts performance (Megeirhi et al. 2018).

14LEADERSHIP
- L04 Demonstration of the management and leadership skills in a service industry
context
Service Industry Context:
Roles and Responsibility of service sector manager
The management and leaders need to have strong empathetic skills through which they can
understand the concerns and feedbacks of the employees and therefore control them more
effectively and take more consented decisions that represent the best interests of the people as
well as the organization. There are several attitude advantage and the most significant
advantages associated with having a positive attitude in the service industry are creation of an
overall positive environment which helps the individual as well as others to achieve goals and
success, stress reduction, increase productivity level, improvement of customer relations,
development of teamwork and decision making as well as improvement of personal and
interpersonal relationships with self-esteem and confidence in oneself (Megeirhi et al. 2017).
Communication processes and strategies
Good communication skills is necessary for the development of leadership skills among the
people in the service industry as communication forms a vital part in the information
exchange and interaction with the clients, customers, vendors and business partners (Ling,
Liu and Wu 2017). Strong communication skills, therefore, can help the leadership to engage
with the workforce more effectively. Complex business situation, maintaining clarity is one
of the most important things. Without transparency, the stakeholders in the business will
become unglued, and other issues like dissatisfied Client or miss informed employees will
come up. It is evident that with busy schedules for an endless checklist, it is challenging to
ensure clarity and smooth communication flow. However, it is necessary to maintain
transparency to the maximum extent possible (Huang et al. 2016).

15LEADERSHIP
Principles of change management
The knowledge of the product or the process is a necessary component for the leadership in
the service industry which can allow them to understand the nature of the services being
offered by the organization and how the business can optimize the operational success within
the market. Thi9s can affect the leadership style as well since the leadership is primarily
focused on organizational performance (Gursoy et al. 2017)
Developing leaders in service industry context
Capabilities and leadership qualities for a dynamic environment
Active listening skill is an essential skill for the leadership and, management because,
through active listening, better communication and understanding can be ensured, and the
feedback can be more productive through it. The active listening skills can also create a
positive environment within the workforce, which can further facilitate the management
process by aligning the actions of the organization with the intended objectives (Megeirhi et
al. 2017)
Development of multicultural leaders from different backgrounds and perspectives
This is an essential skill for the leadership and, management that can allow the business to
successfully address any different and challenging situation and take effective decisions that
can facilitate business success, growth and sustainability. Problem solving skills can also help
in the maintenance of a positive workforce, thereby helping in the management to promote
better productivity and efficiency in the workforce (Gursoy et al. 2017)
Investment in management and leadership development
The interpersonal skills help the employees in the service industry to communicate as well as
develop a relationship with other stakeholders. Often interpersonal skills on also known as
people skills, they help in incorporating the innate personality traits as well as the capacity of

16LEADERSHIP
handling certain social situations. The most favourable interpersonal skills are active
listening, responsibility, motivation, patience, flexibility, dependability, as well as leadership
(Megeirhi et al. 2017)
Coaching and mentoring opportunities
Negotiators should have the skill to analyze an issue for determining the interest of individual
parties in the negotiation contract. Before entering into a meeting for bargaining, negotiators
make preparations including determination of goals, areas of trade as well as alternative to
the secret goals. Other skills of negotiators are keeping emotions in control, active listening,
clear communication, as well as collaboration and teamwork (Gursoy et al. 2017).
Patience is one of the primary elements needed for dealing with various stakeholders,
individual customers have multiple choices, attitude, bargaining style as well as different
satisfaction level which can become irritating at times, for the service provider or the
customer dealer and then the weapon of patience is the only thing that helps to deal with the
situation
Management and leadership skills that are of importance within a service industry context
include the following:
 Empathy:
 Communication Skills:
 Product/Process Knowledge
 Active Listening Skills
 Problem Solving Skills
 Interpersonal Skills
 Negotiation Skills
 Patience

17LEADERSHIP
 Positive Attitude
 Clarity: In any reasonable.
(Megeirhi et al. 2017)
Conclusion
Management theories and leadership styles provide essential foundations for organizations
through which they can encourage better organizational performance and provide a strategic
direction for the regulatory processes. The aim of the classical management theories is mainly
to forecast and influence the organizational behavior and have some very specific features
such as a robust chain of command (consisting of distinct top level, middle level and first
level management), a different division of labor, a top to down influence within the
organization which is usually one-sided and an authoritarian style of leadership. Scientific
management theory plays a crucial role in the development of organizational performance.
The fourteen principles of Administrative Management Theory includes: division of labour,
clear line of authority, discipline, unity of the command, unity in the strategic directions,
focus on individual interest, remuneration, centralization, hierarchy or a scalar chain of
command, order, equity, stability in tenure, encouragement and engagement at all levels.
Theory of Bureaucracy is a combination of economic and social organization theories. Within
the service industry, a variety of factors can influence the styles and structures of
management and leadership, like Personality, Organizational Culture, Organizational
Diversity, Organizational resources, Organizational Environment, Roles of the employees,
Technology and so on. The current management of leadership skills in the service sector is
influenced by the current needs within the industry which includes The ongoing management
of leadership skills in the service sector is influenced by the current demands within the
industry which provides for Maintaining service quality, and others. Management and

18LEADERSHIP
leadership skills that are of importance within a service industry include Empathy,
Communication Skills, Active Listening Skills, Problem Solving Skills, and Interpersonal
Skills, and so on.
Reference List
A Megeirhi, H., Kilic, H., Avci, T., Afsar, B. and Abubakar, A.M., 2018. Does team
psychological capital moderate the relationship between authentic leadership and adverse
outcomes: an investigation in the hospitality industry. Economic research-Ekonomska
istraživanja, 31(1), pp.927-945.
Altin, M., Koseoglu, M.A., Yu, X. and Riasi, A., 2018. Performance measurement and
management research in the hospitality and tourism industry. International Journal of
Contemporary Hospitality Management, 30(2), pp.1172-1189.
Belias, D., Trivellas, P., Koustelios, A., Serdaris, P., Variants, K. and Grigoriou, I., 2017.
Human resource management, strategic leadership development and the Greek tourism
sector. In Tourism, Culture and Heritage in a Smart Economy(pp. 189-205). Springer, Cham.
Firdauz, A.M., Sapri, M. and Mohammad, I.S., 2015. Facility management knowledge
development in Malaysia: added value in hospitality managerial
competency. Facilities, 33(1/2), pp.99-118.
Gajjar, T. and Okumus, F., 2018. Diversity management: What are the leading hospitality and
tourism companies reporting?. Journal of Hospitality Marketing & Management, 27(8),
pp.905-925.
Gursoy, D., Kılıç, H., Öztüren, A. and Rezapouraghdam, H., 2017. The 7th Advances in
Hospitality and Tourism Marketing and Management. Anatolia, 29(1), pp.146-147.

19LEADERSHIP
Huang, J., Li, W., Qiu, C., Yim, F.H.K. and Wan, J., 2016. The impact of CEO servant
leadership on firm performance in the hospitality industry. International Journal of
Contemporary Hospitality Management, 28(5), pp.945-968.
Lashley, C., 2015. Hospitality experience: An introduction to hospitality management.
Liang, T.L., Chang, H.F., Ko, M.H. and Lin, C.W., 2017. Transformational leadership and
employee voices in the hospitality industry. International Journal of Contemporary
Hospitality Management, 29(1), pp.374-392.
Ling, Q., Liu, F. and Wu, X., 2017. Servant versus authentic leadership: Assessing
effectiveness in China’s hospitality industry. Cornell Hospitality Quarterly, 58(1), pp.53-68.
Shamim, S., Cang, S., Yu, H. and Li, Y., 2017. Examining the feasibilities of Industry 4.0 for
the hospitality sector with the lens of management practice. Energies, 10(4), p.499.
Triglav, K., Ruzzier, M.K. and Kaše, R., 2016. Internal branding process: Exploring the role
of mediators in top management's leadership–commitment relationship. International
Journal of Hospitality Management, 54, pp.1-11.
Weinland, J.T., Gregory, A.M. and Petrick, J.A., 2016. Cultivating the aptitudes of vacation
ownership management: A competency domain cluster analysis. International Journal of
Hospitality Management, 55, pp.88-95.