The Four Leadership Styles: A Comprehensive Analysis in the Hospitality Industry

This paper delves into the intricacies of leadership styles within the dynamic hospitality industry. It explores four prominent styles: transactional, transformational, supportive, and radical, analyzing their strengths, weaknesses, and applicability in real-world scenarios. The paper further examines key leadership traits, demonstrating their significance in predicting leadership effectiveness. It then provides a comprehensive overview of the management process, encompassing planning, organizing, coordinating, staffing, leading, controlling, and evaluating, highlighting their relevance in the hospitality context. Finally, the paper explores the relationship between organizational responsibility, responsible leadership, and corporate social responsibility, using Marriott International as a case study to illustrate how these elements contribute to sustainable business practices.

THE FOUR LEADERSHIP STYLES
1

Introduction
A leader’s style of providing direction, implementing plans and motivating people is referred
to as a leadership style. A number of authors have suggested an assortment of different
leadership styles that are publicized by leaders in the business, political and other sectors. In
this assignment, the different leadership styles contained by the hospitality industry has been
discussed and analysed. In addition, the project has put lights on the different leadership
traits. The project has further provided a summary of the management process of the
hospitality sector. Furthermore, the project will discuss how responsible leadership and
organizational responsibility leads to corporate leadership systems, which leads to CSR.
2

1. Using appropriate example analyse and discuss different leadership styles within the
hospitality operations.
Leadership in hospitality management is important to ensure the position of the organisation
in the dynamic, competitive environment. The supportive leadership and the radical
leadership styles that exist in the hospitality industry are not exhibited by leaders to simply
control the organisation but to contribute effectively and portray their capabilities on a wide
platform (Smith, 2014).
Transactional leadership style refers to the process while the leader in–charge and extracts
the work from the followers by displaying certain behavioural traits, or by proposing to
reward or incentivize the task. To achieve immediate results, transactional style is preferable
since in terms of time orientation it’s short-lived but effective. Coordination mechanisms in
teams led by transactional leaders are stringent as they abide by rules and regulations.
However, such leadership can help in establishing vertical, downward organisational
structure important for harnessing the optimal performance of some employees. The general
manger of a hotel who forces the marketing section to get more customers or the specialist
chef to innovate new products in return for a bonus or incentive is practicing transactional
leadership (Elbaz and Haddoud, 2017). The extrinsic rewards strategy and lack of power
distribution amongst the team members affects the structural and functional integrity at times
and de-motivates some team members. In such structures, employees are rarely valued and
thus, treated as replaceable commodities, which often motivate employees to perform better
in order to be retained by the company in case lucrative remuneration and opportunities are
available.
Changes are resisted by systems established through transactional leadership styles due to the
stringent framework that has meticulously placed each member in a particular position. Rigid
conformity and compartmentalised leadership can help the independent working of the
departments but affects the integrity of the workforce in the long-run and violates effective
communication that could be profitable for the business.
Transformational leadership style refers to the process where the leaders actively formulate
strategies, participate in the team discussion and inspires the team to work towards the goals
set by them, they often perform in tandem with the employees forming their respective team
to provide guidance and boost morale simultaneously. The notable trait of such leadership is
3

that such leaders often propel others towards successful careers and provide autonomy and
authority to make decisions to senior team members who have adequate knowledge and
training. Transformational styles help to achieve long-term benefits, enhance performance
and imbibe skills and knowledge within employees. Congruence and coherence is given
importance by transactional leaders and thus, communication in such workforces led by
transformational leaders is essentially multi-directional (Coghlan and Gooch, 2011). The
focus of the team entirely is on employee and consumer retention unlike transactional where
profits govern the activities solely. The reward systems in such teams are not financially
rewarding but emotionally rewarding mostly. The intrinsic rewards however, are not always
effective. The power is vested in every team player and the managers in organisations, which
follow this style particularly. The CEO of hospitality organisations often show this style to
motivate the employees and empower them to work towards achieving the business
objectives.
The leadership styles however enforces certain guidelines but provides scope for rational
expressional and alterations to plans. The vision and values here directs the workforce and
hence transactional leaders as if the Executive Chefs who often motivate the sub-ordinates
outperforms and facilitates innovations in form of new, authentic delicacies. The tasks are
designed by the cumulative efforts of all members and hence the coherence, creativity, and
expression of individualism are apparent in such dynamic systems (Tuna et al, 2011).
4

2. Demonstrate your understanding of “leadership traits” using hospitality and tourism
industry example (where possible), give examples of leadership characteristics and how
they can be used to predict leadership effectiveness.
In hospitality sector, leadership traits are indifferent from others but are marginally exquisite
due to the explicit need for innovation and uniqueness of the sector. Thus, innovation
amongst the leaders is crucial in elite hospitality organisation where quality is valued over
quantity by both management and consumers. Premium, luxury organisation focus inevitably
on the quality of their products and services, the customer satisfaction of their target
demographic encompasses the same ideals and thus retention is dependent on maintaining
standards.
Vision: It is crucial for achieving goals and perceiving the forecast as per market trends. The
leaders are supposed to recognise and create scope for the team workers to direct their
endeavours towards meaningful business objectives. The hospitality leaders must clearly
define the gaols and communicate them to the workforce, empower, guide and invite them
openly to implement the vision into action collaboratively.
Emotional stability: An efficient leader is ought to be capable enough to endure stress and
frustration. A good leader must be well attuned and possess the psychological and emotional
maturity to deal or face anything that comes across. In the hospitality industry, just like other
industries the leader must be well prepared for all the circumstances that might occur within
the organizations.
Communication: It is an essential trait that every leader must posses. A leader with good
communication skills can easily influence the organization’s workforce to work together
towards the organizational objectives (Khuong and Nhu, 2015). Leadership and
communication are inextricably attached together, therefore, in order to become a successful
leader one must be a good communicator. For instance, if the manager of the Royal hotel
does not communicate with the staffs of the hotel, he/she will not be able to communicate the
objectives of the organizations to the employees, thus creating misunderstanding and
inconvenience in the workplace.
Self-awareness: An efficient leader is aware of his/her strengths and weaknesses. A good
leader is the one who can utilise his strengths in order to overcome his weaknesses. For
5

instance, the leader of the employees in the Royal hotel tries to appoint employees who are
well informed and knowledgeable regarding the areas that the leader is weak.
Motivation and Innovation: An efficient leader is the one who is able to motivate and
persuade the employees for achieving the organizational objectives. For instance, the
executives of the Royal hotel take out extra time in listening and addressing to the queries of
the employees. In addition, it facilitates the employees to work through obstructions and
carry on everything constructively. On the other hand, a leader must also be innovative and
creative. A leader always thinks out of the box (Wong and Lee, 2012).
Co-operation: An efficient leader must get along with the other employees and be capable
enough of handling disagreement and incongruity professionally across the organization. For
instance, there might be disagreement between the housekeeping and food and beverage
department of the hotel, which needs to be addressed by the managers efficiently without
hurting the opinions of both the departments. It is the responsibility of a leader to maintain a
friendly environment within the organization.
Solving problems: It is the responsibility of a leader to cater to all the requirement of the
employees and address all the problems and issues that the employees are facing within the
workplace. An effective leader is a critical thinker, therefore, whenever a problem arises
within the organization he/she is able to assess the problem and come up with a solution
(Kara et al, 2013).
6

3. Analyse the overview of the Management process (planning, organising, coordinating,
staffing, leading, controlling and evaluating) within the hospitality industry.
The process of planning, controlling, and setting goals and objectives of the organization is
termed as the management process. It also refers to the activity of executing any type of
action, such as, project management and process management. The brief overview of the
management process within the hospitality sector is discussed below:
Planning
In an organization, the planning process is apprehensive of determining goals and objectives
for the organization’s potential direction and deciding on the resources and mission to
accomplish those objectives. On order to meet the objectives and goals, the managers of
organization may perhaps build up plans for instance, a marketing plan or a business plan.
There is always a purpose behind every planning. The purpose may perhaps be
accomplishment of a certain objective or goal. The key characteristics of planning in a
company are:
 It increases the effectiveness of a company.
 Planning decreases the risks that are involved in the contemporary business activities.
 Planning utilizes the available resources and time with utmost effectiveness.
Organizing
A systematic process of integrating, structuring, and coordinating job objectives and goals in
order to accomplish the organizational goals is the organizing process of management. The
key characteristics of the organizing process of management are that the whole viewpoint of
the organization revolves around the perception of division of work and specialization. The
division of work refers to passing on responsibility for every organizational element to a
particular group or individual (Jogulu, 2010). It turns out to be a specialization when the
accountability or responsibility for a particular task reclines with a specialised expert in that
subject. The efforts of the functions are synchronized in order to allow the procedure at hand
to operate accurately. A number of functions occupy management positions at different
points in the procedure to certify management and coordination. The main purposes of the
organizing process are:
7

 It facilitates in attaining the organizational objectives
 Most favourable use of resources
 To carry out managerial function
 Facilitates diversification and growth
 Benevolent treatment of the employees of the organization
Coordinating
Coordinating process facilitates the organization in the initial stages of strategizing in
planning. In order to deal with a business or organization in the hospitality sector, there is a
definite amount of coordination that is required in order to achieve the organizational
objectives and goals (Cummings et al, 2010). A company or organization comprises of
people determined for a certain objective or goal. In order to achieve their objectives
strategies must be to be constructed. Coordination is necessary in order to build up the
strategies and to make sure that they are discussed and communicated, therefore helping all
the employees to work together for the profit of the company.
Staffing
The process of hiring or employing suitable individuals as per their skills and knowledge in
an organization is know as staffing. It is an important process in the hospitality sector as the
workforce or staffs are the pillars of the hospitality sector. The employees of the hospitality
sector are mainly responsible for a successful organization in this sector. This process is the
procedure of getting the correct individuals in the accurate place at the accurate time, and
functioning to keep them in that place.
Leading
This process refers to the process wherein the managers of the organization leads or guides
the employees in the direction of the organizational objectives and goals.
Controlling
Controlling is referred to the process of measuring and determining the development against
setting up standards. Controlling process permits counteractive action to make sure that the
project lines up with the objectives and goals (Jogulu, 2010).
Evaluating
8

An evaluation process of management in the hospitality industry is an objective and
systematic assessment relating to the effectiveness, relevance, competence, and the impact of
performances in relation to particular objectives. A significant goal or objective of evaluation
is to make available suggestions and recommendations to the project executives and
functioning teams, which have worked on the assignments and for the teams, which will work
on the similar assignments.
9

4. Giving an example from the hospitality industry demonstrate how organisational
responsibility and responsible leadership leads to corporate leadership systems that
support corporate social responsibility.
In the present scenario, responsible leadership refers to an ethical and rational phenomenon
that takes place in social procedures of interaction with all applicable stakeholders. This
states that responsible leadership balances different claims from all the stakeholders in
compliance with the code of ethics, then works hard maintain and build truthful and lasting
associations with stakeholders, intended to attain sustainable development of society and
corporate (Du et al, 2013).
To state an example, Jennifer Hsieh, the Vice President of ‘Insight, Strategy & Innovation
at Marriott International’ is identified for her efforts in changing the customer’s experience
at Marriott’s resorts and hotels. The hotel company has initiated a number of corporate social
responsibilities in the past few tears with the assistance of Hsieh. For instance, the hotel
company has initiated in sustainable development in various communities and has invested
mainly in the liveliness of the children as well as natural resources. The organization further
delivers help and support to a number of non-for-profit organizations working for children
development by persuading and motivating its associates and guests to donate a small amount
in favour of those organizations. Hsieh, with her efficient leadership skills has managed to
reduce the environmental impacts by proposing an idea of building functioning sustainable
hotels. The hotel company, under Hsieh’s guidance has integrated sustainability as well as
alleviated risks related to climatic issues. The company has taken initiatives for managing
their use of water and energy by reducing their carbon emission and wastes output and by
increasing the utilization of recyclable and renewable energy (Du et al, 2013).
Unemployment being the major concern of today’s economy is rising due to lack of
opportunity and inequality. Marriott offers a large number of employments to the youth
worldwide. Since the travel and tourism sector demands supply of talent on a regular basis,
the hotel company works to cater these worldwide issues and certifies a brighter prospect by
collaborating with non-profit organizations to recognize, educate, and counsellor the youth
for a significant and meaningful occupation in the hospitality industry.
As a leader, Hsieh has taken the key spot in the struggle against a number of the highest-risk
of the hospitality industry and the most serious issues, together with exploitation, human
10

trafficking, and forced labour. By implementing and creating training, non-profit joint
ventures, supplier and advocacy accountability, Marriott adds up to the struggle to support
and sustain human rights among all individuals.
11

Conclusion
In the above discussion, the different leadership traits have been discussed in details. In
addition, the different leadership styles that are applicable in the hospitality sectors has been
analysed and talked about in the above section. Furthermore, the different processes of
management in relation to the hospitality industry have been conversed in this project.
Finally, an example of a hotel company has been cited in order to comprehend the
responsibility of a leader in corporate leadership systems, which leads to corporate social
responsibility.
12

Referencing list
Coghlan, A. and Gooch, M., 2011. Applying a transformative learning framework to
volunteer tourism. Journal of Sustainable Tourism, 19(6), pp.713-728.
Cummings, G.G., MacGregor, T., Davey, M., Lee, H., Wong, C.A., Lo, E., Muise, M. and
Stafford, E., 2010. Leadership styles and outcome patterns for the nursing workforce and
work environment: a systematic review. International journal of nursing studies, 47(3),
pp.363-385.
Du, S., Swaen, V., Lindgreen, A. and Sen, S., 2013. The roles of leadership styles in
corporate social responsibility. Journal of business ethics, 114(1), pp.155-169.
Elbaz, A.M. and Haddoud, M.Y., 2017. The role of wisdom leadership in increasing job
performance: Evidence from the Egyptian tourism sector. Tourism management, 63, pp.66-
76.
Jogulu, U.D., 2010. Culturally-linked leadership styles. Leadership & Organization
Development Journal, 31(8), pp.705-719.
Kara, D., Uysal, M., Sirgy, M.J. and Lee, G., 2013. The effects of leadership style on
employee well-being in hospitality. International Journal of Hospitality Management, 34,
pp.9-18.
Khuong, M.N. and Nhu, N.V.Q., 2015. The Effects of Ethical Leadership and Organizational
Culture towards Employees’ Sociability and Commitment–A Study of Tourism Sector in Ho
Chi Minh City, Vietnam. Journal of Advanced Management Science, 3(4).
Smith, S.L., 2014. Tourism analysis: A handbook. Routledge.
Tuna, M., Ghazzawi, I., Tuna, A.A. and Catir, O., 2011. Transformational leadership and
organizational commitment: The case of Turkey's hospitality industry. SAM Advanced
Management Journal, 76(3), p.10.
Wong, J.Y. and Lee, W.H., 2012. Leadership through service: An exploratory study of the
leadership styles of tour leaders. Tourism Management, 33(5), pp.1112-1121.
13