Competing Values Framework: Self-Assessment in Tourism and Hospitality

This report presents a self-assessment of a student's leadership capabilities within the tourism and hospitality sector, utilizing the Competing Values Framework (CVF) as described by Quinn et al. (2014). The analysis reveals strengths in collaboration, control, and competition, while highlighting the need for improvement in the 'create' quadrant, specifically innovation. The student identifies the human resource model as a preferred approach but recognizes the necessity to enhance innovative practices and communication skills for effective management. The report concludes with the student's aspiration to achieve a balanced CVF profile, emphasizing a commitment to people-oriented leadership and continued professional development within the industry. The report includes a spiderweb diagram representing the CVF results and references supporting literature.

Running head: COMPETING VALUES FRAMEWORK: TOURISM AND HOSPITALITY
COMPETING VALUES FRAMEWORK: TOURISM AND HOSPITALITY
Name of the Student
Name of the University
Author Note

1COMPETING VALUES FRAMEWORK: TOURISM AND HOSPITALITY
I used the competing values framework of Quinn et al. (2014) for self-assessment as it is
a tool that can provide multi-dimensional picture of my leadership capabilities and competencies.
It provides an essential picture of my essential skills and the areas of improvement.
As a leader in a tourism and hospitality the competing values framework shows that the
spiderweb is not evenly distributed. This points to the fact that there are various areas that need
to be improved. From the analysis of the spiderweb it is quite clear that my essential strengths in
leadership lies in the areas of collaborate, control and compete. However, the main issue that can
be identified is in the quadrant of create. This is the quadrant that is actually causing the entire
spiderweb to be irregular. Hence, with regards to my role as a manager I would require to nurture
more innovation in my team and take up more innovative approaches as an individual. In this
sector there is very much requirements for man management skills. The manager also has to be
responsible for the issues that are faced by the team. This is the reason for which I tend to use the
human resource model more. This model helps to keep the employees satisfied and motivated at
the same time (Megeirhi et al. 2018). However, as I was able to understand from the competing
values framework I would require to be more innovative in my approaches to be in perfect
balance. Being non innovative can be a significant area of weakness if not rectified in the long
run. In order to be in the industry better communication is required (Jaiswal and Dhar 2015).
Innovation can be applied to enhance the same.
In conclusion, I believe I have the potential to make all the quadrants equal in my
spiderweb. I will like to continue with my people oriented attitudes and enhance the prospects of
becoming an optimally efficient leader in the future.

2COMPETING VALUES FRAMEWORK: TOURISM AND HOSPITALITY
References
Quinn, R.E., Bright, D., Faerman, S.R., Thompson, M.P. and McGrath, M.R., 2014. Becoming a
master manager: A competing values approach. John Wiley & Sons.
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 negative
outcomes: an investigation in the hospitality industry. Economic research-Ekonomska
istraživanja, 31(1), pp.927-945.
Jaiswal, N.K. and Dhar, R.L., 2015. Transformational leadership, innovation climate, creative
self-efficacy and employee creativity: A multilevel study. International Journal of Hospitality
Management, 51, pp.30-41.

3COMPETING VALUES FRAMEWORK: TOURISM AND HOSPITALITY
Figure 1: Competing values framework
(Source- As generated by the author from the Competing values framework online tool)