Leadership Program Design and Analysis: Accor Hotels Report

This report provides a comprehensive analysis of leadership within Accor Hotels. It begins with an overview of the organization, including its aims, values, goals, and strategic development intentions, considering factors like political and economic influences, global challenges, and the importance of tourism. The report then identifies the leadership requirements, including the knowledge, skills, and attributes necessary for effective leadership, such as performance indicators, managing customer expectations, and various leadership styles. An integrated leadership program is presented, outlining workshops, social media engagement, and practical exercises. The report also includes a narrative explaining and justifying the program design, followed by a discussion of three leadership theories: transactional, transformational, and situational/contingency theories, linking them to the program design and timeline. The report concludes by summarizing the key findings and implications for leadership development within Accor Hotels.

Running head: LEADERSHIP
Leadership

LEADERSHIP 2
Table of Contents
Introduction.................................................................................................................................................2
Description of Organisation.........................................................................................................................2
Aim..........................................................................................................................................................2
Values......................................................................................................................................................2
Goals.......................................................................................................................................................2
Strategic development intentions.................................................................................................................3
Political factor.........................................................................................................................................3
Economical factor....................................................................................................................................3
Global challenges....................................................................................................................................3
Tourism...................................................................................................................................................4
Leadership requirements..............................................................................................................................4
Knowledge of leaders..............................................................................................................................4
Performance indicators............................................................................................................................5
Managing customer’s expectation.......................................................................................................5
Leadership style...................................................................................................................................5
Skills........................................................................................................................................................5
Attributes.................................................................................................................................................6
Integrated Programme.................................................................................................................................6
Narrative......................................................................................................................................................8
Explain and justify your programme design............................................................................................8
Three theories or models of leadership to support and link to your programme design and time line.........9
Transactional Theory...............................................................................................................................9
Transformational Theory.......................................................................................................................10
Situational and Contingency Theories...................................................................................................11
Conclusion.................................................................................................................................................12
References.................................................................................................................................................14

LEADERSHIP 3
Introduction
This report presents the aims, values, and goals, strategic development intentions of Accor Hotel,
and complexity and challenges of its positioning in a current business environment. It also
illustrates knowledge, skills and disposition/attributes that need development in a potential leader
to ensure the organization’s goal and will meet profitability and productivity targets. It also
demonstrates the integrated programme for a potential leader. It also explains and justifies the
programme design. This report discusses three theories or models of leadership to support and
link to the programme design and timeline.
Description of Organisation
Aim
The main aim of this organization is to “dream big for future” (ACCORHOTELS, 2018).
Values
Accor Hotels could give personal value to their employees that bring to make positive
relationship among employees and employers (ACCORHOTELS, 2018).
Goals
The following goal will be accomplished by the organization to complete their goal in the limited
period.
 To enhance the reputation of brand portfolio in the specified marketplace
 To make frequently innovate, new geographic areas.
 To surprise our guests by offering unique and unexpected services as it could be related
to the lifestyle, food and beverage, and loyalty culture.
 To invent effective hospitality services for tomorrow
 To develop an appropriate leadership style to operating their business activity

LEADERSHIP 4
Strategic development intentions
There are creation challenges that might be faced by the organization at the time of operating
their business like political, global, economic, competitors, and tourism number. Hence, the
organization could be effective for making a suitable decision in the context of the current
matter.
Political factor
Accor Hotels is the European hospitality industry that is famous for hospitality services. In the
current era, this organization has a deal with more than 140 countries that is a big achievement
for the organization. This organization is highly influenced by the situation of political and
legislative. This organization has made their good relationship with EEC County that is a bigger
opportunity for the firm to spread their business at the international level. Thus, it is evaluated
that the organization has determined the situation of the country before dealing with another
country (Northouse, 2018).
Economical factor
The economic situation of the country could directly influence the organizational performance of
the organization. Hence, the organization should deeply evaluate this factor before launching
their products and service. This organization has improved the economic situation of the country
during 2006 between 2012 by 5.8%. It attracted demand, cost, and, the price of the organization.
This organization mainly improves the situation of the country by considering merger and
acquisition. Moreover, it is evaluated that Europe has supported tourism that is effective for an
organization to operate their business to make a reliable decision. Thus, it is evaluated that the
organization has suffered from many issues at the time of introducing their business at the global
level (Lussier, & Achua, 2015).

LEADERSHIP 5
Global challenges
The organization could face the issue at the time of introducing their products at the global level.
These are financial management, monitoring performance, regulation, and compliance,
technology, and maintain reputation. Apart from this, it is examined that product specification,
culture, and language.
Tourism
Europe has a second higher country for tourism as compared to another country. Furthermore, it
is evaluated organization could obtain higher competitive benefits by getting a reliable and valid
outcome. In addition, it is evaluated that market players could be imperative for the
accomplishment of the desired goal (Dinh, Lord, Gardner, Meuser, Liden, & Hu, 2014). This
organization has certain market players named Marriott, Intercontinental, Hilton, Hyatt,
Wyndham, and Starwood.
(Source: Dinh, Lord, Gardner, Meuser, Liden, & Hu, 2014).

LEADERSHIP 6
Leadership requirements
Knowledge of leaders
The leader could need to enhance their understanding about many factors to deal with the
hospitality sector named performance indicators, leadership style, and managing consumer’s
expectation. These are discussed as below:
Performance indicators
The performance indicator is one of the important elements that could be important for the leader
to operate the business and get a reliable outcome. In this, the leader should concentrate on
certain elements to sustain their position in the marketplace named profit, customers satisfaction
and retain, cots, knowledge achieved with training and development. Furthermore, it could also
be imperative for making a positive image of the leader among the employees (Antonakis &
House, R. 2014).
Managing customer’s expectation
Leaders should also be aware of the expectation of consumers to retain them for the long term. In
addition, it is examined that customer expectation could be imperative for leading an
organization and increase the satisfaction level of consumers.
Leadership style
The leadership style could also be effective for the accomplishment of the organizational task.
The leader should comprehend different styles of leadership, make the decision about a particular
one leadership style, and implement it systematically. Moreover, it is evaluated that leadership
style could support the leader to retain their consumers for long-term. Thus, it is found that such
kinds of understanding towards the organizational goal (Meuser, Gardner, Dinh, Hu, Liden, &
Lord, 2016).

LEADERSHIP 7
Skills
A leader should have been creation kinds of skills to be a successful leader in the upcoming
period. These are such as Innovation in product and development, motivation skills, and
teamwork skills. Furthermore, it is evaluated that if the leader has the best capability to do
something new or unique and believe in the making innovative products then they would be
capable to operate their business for long term. Furthermore, motivational skill is another
important skill that leads the leader to inspire employees and retain them for the long-term. It is
evaluated that teamwork skills could be imperative for working on the same task in group and
accomplishment of the organizational task (Chemers, 2014).
Attributes
A leader should always be fair and equal about to their employees to make a favorable decision
in the context of the current issue. It could also be supportive for conflict management at the
working place. If a leader should perform suitable behavior with their employees then they
would be capable to make a positive relationship with their targeted consumers. Furthermore, it
is also evaluated that a leader should also be a good communicator (Tourish, 2014). They should
have strong communication skills for easily communicate with others and comprehend the issues
of their employees and inform them towards their allocated work. It could be imperative for the
accomplishment of the organizational task in limited time and cost. Furthermore, it is evaluated
that communication skills could be effective to make confidence among the leaders as it would
lead to getting positive befits.
Integrated Programme
Organisationa
l needs
Workshops Social media
group
Essential
reading
Practical
exercise
Time Line
(12

LEADERSHIP 8
Months)
Knowledge
Performance
indicators
Profit Customer
Satisfaction
& Retention
Cost Knowledge
Achieved
With
Training
2 months
Managing
customer
expectations
Openly
discuss
solutions
Be
transparent
and honest
Remain
optimistic,
but realistic
Follow up
regularly
1 month
Leadership
style
Transformation
Leadership
Styles
(Northouse,
2018).
Participative
Leadership
(Democratic)
Situational
Leadership
Styles
The
Transactional
Leadership
Style
2 months
Skills
Innovation in
product
development
Copy someone
else’s idea
Use
difficulties
and
complaints
Use open
innovation
Use
difficulties
and
complaints
1 month
Motivation Set clear goals Encourage
happiness
Foster
collaboration
within the
team
Don't punish
failure
(Lussier, &
Achua, 2015).
1 month
Effective Open and Create Provide Allow team 2 months

LEADERSHIP 9
Teamwork honest
communication
collaborative
goals
adequate
resources and
training (Van
Wart, 2014).
members to
problem solve
Dispositions
Show fairness
and equity in
staff in staff
performance
and review
Be honest Open
Feedback
Offer a fair
appeals
process
(Turnnidge,
& Côté,
2018).
flexible work
schedules for
individual
circumstances
1 month
Good
communicator
Be a good
listener
Skip the
jargon
Ask for
clarification
Connect
emotionally
(Dinh, Lord,
Gardner,
Meuser,
Liden, & Hu,
2014).
2 month
Narrative
Explain and justify your programme design
There are different organizational needs such as workshops, social media groups, essential
readings, and practical exercise. The knowledge that needs to develop in a potential leader is
performance indicators, managing customer expectations, and leadership style. There are

LEADERSHIP 10
different skills that need to improve in a potential leader is innovation in product development,
motivation and effective teamwork (Berger, 2014). It is also assessed that there are different
attributes that should be used by a potential leader in organizational activities such as show
fairness and equity in staff in staff performance and review and a good communicator
(Antonakis, & House, 2014). This could be effective for attaining the aim and objectives of an
organization in a given time period.
Three theories or models of leadership to support and link to your programme design and
timeline
Transactional Theory
Transactional theory illustrates that leadership creates from the ability of an individual to reward
and punish the subordinates as per the performance. Leaders should provide a goal and possess
the capability to train and assesses the performance of subordinates towards the goal. It should be
given the right to reward subordinates while goals are attained (Rottmann, Sacks, & Reeve,
2015). It is traditional and natural leadership that could be used by a potential leader in some
situation such as organizing the workshop and interacts with the social media group. As per this
theory, leaders tend to control workforces and ensuring that every detail is performed in
accordance with the orders. This leadership style uses punishments and rewards as the technique
to encourage workforces (Meuser, et. al., 2016).
When a potential leader will adopt this leadership style then they would discuss the employees
with the full expectation that they would confirm. The issue is that this leadership style does not
permit the workforces to address internal motivator. Transactional leadership is beneficial for
short-term goal attainment, supporting workforces, learn new skills and obtaining non-
performing workforces back on the path to attainment. However, this style will lead to satisfying

LEADERSHIP 11
workforces and fearful of punishments as compared to excited regarding rewards (Chemers,
2014).
Using this leadership style, an effective leader may generate an organizational structure that
clearly illustrates job roles and accountabilities. Moreover, a transactional leader illustrates the
requirement of tasks, and develops rewards like payment and bonuses and interact the rules, set
hours and pay rates. Furthermore, it focuses on disciplinary actions related to non-conformance
rules (Arena & Uhl-Bien, 2016). Through transactional leadership style, a leader suggests that
when a subordinate complies with the contract then he would receive the benefits and salaries as
predetermined upon. The leader has the permission to manage the activities of employees and
assesses the performance. While transactional leaders allocate resources to the task then
resources become accountable for the implementation of a task (Tourish, 2014). Moreover, a
transactional leader praises workforces only for beyond prospects and not just attaining them.
Transformational Theory
Transformational leader emphasizes the big picture and implements communication to encourage
followers to efficiently as well as effectively implement their vision. Moreover, this theory calls
for the leader to become accessible as well as transparent and to actively encourage innovative
ideas to address the objectives. As a transformational leader, the company seeks to empower the
workforces to find their internal motivation to succeed. Leaders are not a micromanager as they
involve in the community to inspire employees (McCleskey, 2014).
Furthermore, great transformational leaders get workforces to transcend self-interests and
connect the collective mission of the corporation. Transformational leadership is significant to
collect new ideas to the corporation and develops a favorable company culture where workforces
are appreciated for their work (Alabdulhadi, Schyns, & Staudigl, 2017). Leaders appeal to

LEADERSHIP 12
values, ideals, and morals of workforces. In addition, transformational leadership affects the self-
growth of an individual. Maslow hierarchy of needs defines self-actualization at the top of the
requirement pyramid and illustrated it as a full realization of an individual (Vugt, & Ronay,
2014).
Transformational leadership supports transform members of a group into individual who exceed
beyond self-actualization and their self-interests to sake the group and organization. In addition,
transformational leaders commit themselves to morals and align their personal values and
principles with the group, organization, and society. The leader supports the moral development
of followers to internalize these same principles and values (Antonakis, & Day, 2017).
Situational and Contingency Theories
These theories define that desired behavior and traits demonstrated by a leader relied on the
circumstance and that there is no significant technique for leading. The authoritarian leadership
style is beneficial at the time of crisis however not for daily operation. The democratic leadership
is beneficial while a consensus requires developing and laissez-faire leadership style is beneficial
while subordinates are professional with a trained individual who values the freedom (Avolio, &
Walumbwa, 2014).
The situational leadership technique is a management model in which a leader gives direction to
their employees by using skills, abilities, and level of maturity. Workforces with a higher level of
skills and competencies get the least amount of direction from the managers whereas those with
the lowest level of competencies and maturity get the high direction (Day, et. al., 2014). The
situational leadership model assesses the extent of association and behavior of managers affected
the behavior of employees. Relationship attitude is defined as socio-economic support that a
manager gives to their employees. Managers practice the situational leadership model in order to

LEADERSHIP 13
direct the workforces. There are four leadership styles that could be used by a potential leader
such as telling, selling and participating, and situational leadership style (Storsletten, &
Jakobsen, 2015).
The telling style is one-way communication among the employees and managers where a leader
tell their employees when what and how to perform the duties of the job. The selling style
permits a leader to give direction but a potential leader can try to sell the employees on the
decisions. The participating style is two-way communications where a leader and employees
share in decision making (Schriesheim, 2015). However, the manager facilitates socio-emotional
support to employees. The next style is delegating where a leader permits the employees to make
their own decisions. Furthermore, a leader who uses situational leadership strategy can get
benefit with a systematic strategy to manage and develop employees (Dugan, 2017).
Furthermore, workforces provide a feasible level of directions and support as per the individual
needs. Employees with a high extent of skills and maturity are not micromanaged that can
damage the liaison between managers and employees (Washington, Sutton, & Sauser Jr, 2014).
Moreover, workforces need more supervision and support for completing the task.
Conclusion
With respect to the above discussion, it can be concluded that Accor Hotels offers hospitality
services in more than 140 countries that could a big achievement for it. In the current era, it is
being a major issue for the hospitality organization to launch their business at international level
and retain their market for long-term. Moreover, it can also be summarized that Accor Hotels
give the personal value to their employees that demonstrate their uniqueness and cares for their
employees. It can also be illustrated that the organization has used different kinds of leadership
model to operate their business named transformational, transactional leadership, and situational

LEADERSHIP 14
leadership style. It can also be illustrated that leaders should be concentrating on certain factors
to sustain their position in the marketplace like kno3egde, skills, and attributes. It could also be
effective for increasing their knowledge in the context of current matter and facilitates to make a
favorable decision.

LEADERSHIP 15
References
ACCORHOTELS (2018) about us: retrieved from https://www.accorhotels.group/en/group/who-
we-are/accorhotels-in-brief
Antonakis, J., & Day, D. V. (Eds.). (2017). The nature of leadership. Sage publications.
Antonakis, J., & House, R. J. (2014). Instrumental leadership: Measurement and extension of
transformational–transactional leadership theory. The Leadership Quarterly, 25(4), 746-
771.
Arena, M. J., & Uhl-Bien, M. (2016). Complexity leadership theory: Shifting from human capital
to social capital. People and Strategy, 39(2), 22.
Avolio, B. J., & Walumbwa, F. O. (2014). 16 Authentic Leadership Theory, Research, and
Practice: Steps Taken and Steps that Remain. The Oxford handbook of leadership and
organizations, 331.
Chemers, M. (2014). An integrative theory of leadership. UK: Psychology Press.
Day, D. V., Fleenor, J. W., Atwater, L. E., Sturm, R. E., & McKee, R. A. (2014). Advances in
leader and leadership development: A review of 25 years of research and theory. The
leadership quarterly, 25(1), 63-82.
Dinh, J. E., Lord, R. G., Gardner, W. L., Meuser, J. D., Liden, R. C., & Hu, J. (2014). Leadership
theory and research in the new millennium: Current theoretical trends and changing
perspectives. The Leadership Quarterly, 25(1), 36-62.
Lussier, R. N., & Achua, C. F. (2015). Leadership: Theory, application, & skill development.
UK: Nelson Education.
McCleskey, J. A. (2014). Situational, transformational, and transactional leadership and
leadership development. Journal of Business Studies Quarterly, 5(4), 117.

LEADERSHIP 16
Meuser, J. D., Gardner, W. L., Dinh, J. E., Hu, J., Liden, R. C., & Lord, R. G. (2016). A network
analysis of leadership theory: The infancy of integration. Journal of Management, 42(5),
1374-1403.
Northouse, P. G. (2018). Leadership: Theory and practice. USA: Sage publications.
Storsletten, V. M., & Jakobsen, O. D. (2015). Development of leadership theory from the
perspective of Kierkegaard’s philosophy. Journal of Business Ethics, 128(2), 337-349.
Tourish, D. (2014). Leadership, more or less? A processual, communication perspective on the
role of agency in leadership theory. Leadership, 10(1), 79-98.
Vugt, M. V., & Ronay, R. (2014). The evolutionary psychology of leadership: Theory, review,
and roadmap. Organizational Psychology Review, 4(1), 74-95.