change that “vision” creates is that people change way they relate to one
another.
There are two ways of affecting people minds by creating a “vision”. First
one is that it clarifies understanding, and the second one is that it
encourages alignment. So we can see that by its impact on the people’s
personal beliefs, the leader’s vision builds the psychological ground for
common action
(Nicholls, http://www.emeraldinsight.com).
Nichols defines it as “that activity which stimulates purposeful activity
in others by changing the way they look at the world around them and relate
one another”.
The head
A strategic leadership can be called a “nominal” head of the organization.
The leader’s responsibility in this kind of leadership is the creation of
an effective organization (Nicholls, http://www.emeraldinsight.com).
There are two principal components of the strategic leadership: path-
finding and culture-building. First relates an organization to the business
environment and the second one helps to people into membership of an
organization. The role of the organizational leadership is to identify what
organization it will be and where it is going. A very important thing to
say is that managers must look beyond the routine daily operations in order
“to find a better way” (Nicholls, http://www.emeraldinsight.com). In
strategic leadership managers must use their head to ensure the
effectiveness of the organization.
The hands
A supervisory leadership is the job of the mangers hands. Every manager is
familiar with this kind of leadership in his or her particular situation.
In other they are familiar with the job that has to be done and the people
that will do that job.
Charisma
The concept of charisma comes to us from Romans. Also in the New Testament
it refers to gift from the Holy Spirit. Max Weber used this term for
theological use. He viewed charisma as “a pure form of authority based on
of the gift of diving grace” (Weber, 1968).
Contemporary conceptualization of charismatic leadership have become
inclusive of more leaders as the concept changed over the time
(http://www.emeraldinsight.com/0025-1747.htm).
“The concept of charisma has fertilized the study of leadership. The term
has taken on a number of different, but over planning meanings: leaders’
magical qualities; emotional bond between leader and led etc.” (Paul et al,
http://www.emeraldinsight.com/0025-1747.htm).
A lot of theories of charismatic leadership appeared. These theories did
not emphasise the role of charisma, instead they take a look at leader’s
vision and values. For example, “Berlew (1974) suggested that leaders who
attempt to bring change in organizations were similar to charismatic
leaders trying to effect changes in society”
(http://www.emeraldinsight.com/0025-1747.htm).
House (1977) defined charismatic leadership as “a leader who has a high
degree of charismatic effects on followers. According to House, followers
of charismatic leader become more self-confident and can set and accept
higher goals.
All of the contemporary charismatic leadership theories include elements
related to a leader’s emphasis on a purpose, vision, or mission (House and
Shamir, 1993).
Gender differences in leadership styles
Over the past two decades there is a debate about whether female and male
managers have different leadership styles.
Though the early 1990s the research showed that there were no gender
differences in leadership styles. Even though a lot of researches support
the view that there are no gender differences in leadership styles, some
differences were identified. Those differences were identified based on
self-reported data collected from a sample of male and female accountants
(Burke et al, http://www.emeraldinsight.com).
According to Powel (1993), intuitive reasoning suggest that early
socialization patterns develop different qualities in women and men that
would likely result in variations in leadership styles. The earlier
research found a lack of for the notion that women utilize different
leadership styles than do men (Bass, 1981) (Burke et al,
http://www.emeraldinsight.com).
Hospitality Leadership
“A major influence on effective performance in the hospitality industry is
the nature of the manager-subordinate relationship. This entails the
process of leadership and the choice of an appropriate style of managerial
behaviour” (Mullins, 1998, p.397).
A good manager should have solid character traits, leadership skills and
good management ethics. The good question is: “What is the difference
between managing and leading?”
One leadership teacher defined it as follows:
|MANAGER |LEADER |
|Administers |Innovates |
|Is a copy |Is an original |
|Maintains |Develops |
|Focuses on |Focuses on people |
|system+structure |Inspires trust |
|Relies on control |Has a long-range |
|Has a short-range view |perspective |
|Asks how and when |Asks what and why |
|Has an eye on the bottom|Has an eye on the |
|line |horizon |
|Initiates |Originates |
|Accepts status quo |Challenges it |
|Does things right |Does the right thing |
(http://jan.ucc.nau.edu/~ha100c-c/class/management/leadership/lesson1-2-
1.html)
In the beginning of development of the hospitality industry, when a lot of
the hospitality organizations were family owned, leadership was associated
with ownership. However, with a growth of hospitality organizations, a more
broadly based approach to the appointment and development of leaders were
needed. According to Walker, “the real key to leadership involves
developing appropriate personality characteristics and the talents of other
members of the organization” (Mullins, 1998, p. 403).
Moreover, “Walker identifies some of the most important indicators of the
appropriate temperament for leadership:
. Self-control (leaders should be above average in their ability to
exercise self-control).
. Sense of value (respect the intangible, spiritual side of life).
. Drive (a strong drive is an advantage in any assignment).
. Moodiness (the manager should be optimistic, cheerful and generally
capable of maintaining morale and team spirit).
. Sensitivity (the one who is sensitive to himself is sensitive and to
others, so have a high potential to managerial success).
. Defence of ideas (managers should be willing and able to support and
defend their own ideas).
. Self-awareness (the person needing less recognition for individual
contribution is more successful for managerial success).
. Balance (the ability to defend their ideas and a low degree of self-
consciousness, coupled with a high degree of sensitivity to other
people) (Mullins, 1998, p.403).
According to Mullins, a number of recent articles showed that the
hospitality industry had occurred a dramatic change and that the importance
and benefits of transformational leadership are more obvious.
“A lot of researches show that demographic style of leadership is more
likely to produce effective performance from work groups. Also a human
relations, people oriented approach is more likely to lead to job
satisfaction and group cohesiveness” (Mullins, 1998, p.424).
However, it is not always that demographic ways of leadership are the best.
Sometimes, it happens that autocratic style of leadership is more
effective.
“There is no one best style of leadership which will result in the
maintenance of morale among the group members and high work performance.
There are many variables, which underlie the effectiveness of managerial
leadership in the hospitality industry, including:
. The type and nature of establishment, its goals and objectives, and
the organizational culture and climate
. The characteristic of the manager, personality, attitudes, abilities,
value system and personal credibility
. The characteristics of subordinates, their needs and expectations,
motivation and commitment, and their knowledge, confidence and
experience
. The basis of the leadership relationship and the type of power and
influence
. The relationships between the manager and the group, and among
members of the group
. The type of problem and nature of the manager’s decisions
. The nature of the tasks to be achieved, the extend to which they are
structured or routine, the technology and work organization
. The organization structure and systems of management
. The nature and influence of the external environment” (Mullins, 1998,
p.424).
Conclusion
In this work a lot of theories of leadership were covered. Despite it, the
leadership issue still remains not well understood. Leaders have to be
aware of the times, because they are changing faster than we can imagine.
Leaders’ knowledge and practice must accommodate themselves to these
changes if they do not want to be left behind
(http://www.emeraldinsight.com).
References and Bibliography
Books
MULLINS J. LAURIE (1998). Managing people in the Hospitality industry.
3rd edition. British Library Cataloguing in Publication data.
Electronic Sources
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http://www.emeraldinsight.com (03/04/2003)
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