Analysis of Inclusive Leadership in IHTI: Rhetoric or Reality?

This report critically examines the concept of inclusive leadership within the context of the International Hotel and Tourism Institute (IHTI), specifically focusing on whether it is more rhetoric than reality. The report begins by defining inclusive leadership and its benefits, such as improved decision-making and the management of diverse talent. It then argues that, in the hospitality industry, particularly in hotels, the practical application of inclusive leadership faces significant challenges. These challenges include the competitive nature of the industry, the demands of tech-savvy customers, and the difficulty of implementing inclusive practices across various hotel sizes. The report highlights that while large organizations may have the resources to adopt inclusive leadership, smaller hotels and restaurants often struggle due to resource limitations, regulatory constraints, and the need to prioritize value innovation. The analysis suggests that the time and effort required to cultivate a diverse and inclusive workforce are significant obstacles, making the widespread adoption of inclusive leadership a complex issue in the hospitality sector.

Inclusive Leadership in IHTI -Rhetoric or Reality?

Statement: Inclusive Leadership in IHTI -Rhetoric or Reality?
In favor
Inclusive leadership is defined as the strategy used by individuals who are aware about own
preferences and biases. Such type of leaders is actively seeking out and considering different
perspective and views. This leads to better decision making for any situation. Leaders who
follow inclusive leadership are seen to manage diverse talent of the company. These mainly
focus upon increasing competitive advantage and increasing individual performance. In context
of hospitality industry, I think inclusive leadership are just rhetoric and they cannot be used in
reality.
When a hotel industry is considered, different hotels including five star, three star and two star
hotels are competing on same factors. In today’s world, we are experiencing type of customers
who are travelling frequently. They all have mobile devices or any other digital equipment.
These people do hotel bookings on the basis of rational as well as emotional factors. They are
looking for luxurious sleeping environment and hotel must be at prime location. Some of the
connected travelers have advantage of technology as well as community. This helps to assist
different tasks including finding directions as well as locating local attractions and restaurants on
their own. When there is inclusive leadership followed by the restaurant then it embraces new
values which are connected to the customers. The main objective of hospitality organization is to
close the gap between customer perspective and company perspective. There are several hotels
which are having idea regarding how cost is generally broken down across value chain. There is
main advantage of connected customers is that they are looking for communicating directly with
hotels. It helps inclusive leader with new ideas and opportunities when there is need for
eliminating and reducing activities which adds value. I think inclusive leadership cannot be used
within hotels in actual manner. I think within hotel industry; value innovation is the most
important feature. It is seen adopting inclusive leadership is not the case for hotel industry. In
several metropolitan areas, there is high growth within hotel inventory. This is done for
saturating the market. There is stiff competition and demand has shrieked due to this. Inclusive
leaders’ challenges traditional competitive perspective and looks for creating opportunities which
unleashes new untapped potential and talent. It is not possible for the hospitality industry
managers to train their supervisors and managers in diversity and conscious inclusion. There is

need to focus upon leadership potential regarding front line managers. I think inclusive leaders
are unreal for hospitality industry. In hotels or restaurants, inclusive leaders have to cultivate a
diverse and inclusive workforce and this takes time and energy. It is believed that only huge
organizations like Marriott, Hilton, Holiday Inn, etc. are able to use inclusive leadership
effectively. On the other hand, small hotels and restaurants cannot use the inclusive leadership
properly. Inclusive leaders are not afraid of any political or cultural challenge. But is case of
hotel managers, they have to follow regulations and rules provided by government and hotel
organization committees.