Validating effective managerial behaviors for the hospitality industry

2020 ◽  
Vol 32 (6) ◽  
pp. 2175-2193
Author(s):  
John W. Michel ◽  
Michael J. Tews ◽  
J. Bruce Tracey
Keyword(s):  
Leadership Development ◽  
Hospitality Industry ◽  
Leadership Behaviors ◽  
Component Level ◽  
Content Type ◽  
Managerial Practices ◽  
Effective Leaders ◽  
Managerial Behaviors ◽  
Practical Implications ◽  
Relevant Component

Purpose This paper aims to examine the validity of the Managerial Practices Survey (MPS). Despite voluminous work on leadership styles, few studies have examined the specific behaviors of effective leaders in the hospitality industry. Design/methodology/approach Data were collected from two different samples through surveys to assess the construct validity of the MPS in the hospitality industry. Findings The proposed four meta-category and 18 component behavior MPS framework fit the data well and both the meta-categories and component behaviors were predictive of leadership effectiveness. Practical implications While meta-categories may be conceptually and theoretically relevant, component leadership behaviors are more useful for applied uses, such as leadership development. When behaviors are assessed at the component level, leaders can be provided with feedback and coaching on the specific actions they can take to improve their decision-making and problem-solving capabilities and ultimately become more effective leaders. Originality/value This research provides a validation of the MPS and useful insights for which behaviors are most useful for managers in hospitality contexts.

The prosocial leadership development process as a means to prepare the next generation of organizational leaders

2018 ◽  
Vol 26 (3) ◽  
pp. 225-237
Author(s):  
Timothy Ewest
Keyword(s):  
Social Justice ◽  
Leadership Development ◽  
Design Methodology ◽  
Development Process ◽  
Leadership Behaviors ◽  
Pedagogical Practices ◽  
Organizational Leaders ◽  
Content Type ◽  
Social Challenges ◽  
Practical Implications

Purpose This paper aims to outline the prosocial leadership development process for guiding pedagogical and social justice course goals as a means to foster prosocial leadership values within the millennial generation. Design/methodology/approach The paper is guided by a social justice framework and proven classroom pedagogies as a means to align millennial characteristics within the four stages of the prosocial leadership development process. Findings An educational rubric is provided as a means to guide classroom pedagogies, course goals and millennial characteristics through a prosocial leadership development process. Research limitations/implications The paper is conceptual in nature, and therefore, theoretical correspondence remains speculative. Practical implications The research in this paper provided guidelines for educators to use pedagogical practices as a means to develop prosocial values as a basis for organizational leadership behaviors. Social implications This leadership development process when facilitated through proven pedagogical techniques (guided by established social justice curriculum goals) and is within the context of millennial characteristics (those born between the years 1982 and 2005) becomes catalytic in empowering leaders to be a remedy for the world’s environmental and social challenges. Originality/value This paper connects characteristics of millennials to a prosocial leadership development model.

Rehearsing tomorrow's leaders: the potential of mythodrama

2008 ◽  
Vol 9 (3) ◽  
pp. 138-143 ◽  
Author(s):  
Richard Olivier ◽  
Julie Verity
Keyword(s):  
Leadership Behaviors ◽  
Henry V ◽  
Personal Traits ◽  
Content Type ◽  
Learning Intervention ◽  
Effective Leaders ◽  
Future Value ◽  
Self Knowledge ◽  
Practical Implications

PurposeThe paper explores the potential of Mythodrama as a leadership learning intervention. It suggests that the new leadership capabilities required for future organizational success, can be built with this methodology.Design/methodology/approachHenry V – Shakespeare's greatest inspirational leader – is used as case study to explain the Mythodrama methodology and some of the lessons that can be learnt about leadership from Henry's story.FindingsMythodrama is a powerful intervention for learning and rehearsing leadership behaviors. Great leaders have a repertoire of styles and demonstrate judgment about which style is relevant to the context. Authentic leadership requires self‐knowledge, belief and commitment, there is the potential to explore these personal traits through the mythodrama methodology.Practical implicationsEffective leaders are increasingly recognized as one of the most valuable assets of the organization. Hence, truly transforming learning methodologies – those that can touch people personally and deeply – promise to add future value to organizations that employ them.Originality/valueIntroduces and explores the potential of a leadership learning intervention. Explains how the methodology works and describes some of the skills and behaviors leaders can rehearse.

Barbara Kellerman: There’s a better way to train leaders

2018 ◽  
Vol 46 (6) ◽  
pp. 22-27 ◽  
Author(s):  
Robert J. Allio
Keyword(s):  
Leadership Development ◽  
Leadership Training ◽  
Design Methodology ◽  
Development Process ◽  
Social Implications ◽  
Content Type ◽  
Effective Leaders ◽  
Leaders And Followers ◽  
Bad Leadership ◽  
Practical Implications

Purpose Harvard authority on leadership, Barbara Kellerman, indicts the deficiencies of the leadership industry and she argues that we can do better. Design/methodology/approach This interview offers a bold prescription for training effective leaders[4]. Findings To be effective, the leadership development process must adopt and achieve three goals: educate leaders, train leaders and develop leaders. Practical implications Bad leadership puts on vivid display the unbreakable link between leaders and followers – a link that the leadership industry willfully ignores precisely because there’s no money in it. Social implications There is precious little evidence that the leadership industry has in any meaningful, measurable way benefited society. Originality/value A “no holds barred” look at the leadership training industry and some potent suggestions on how to improve it.

Reflections on the theme issue outcomes

2016 ◽  
Vol 8 (4) ◽  
pp. 504-510
Author(s):  
Gunjan M. Sanjeev ◽  
Richard Teare
Keyword(s):  
Customer Service ◽  
Hospitality Industry ◽  
Theme Issue ◽  
Policy Makers ◽  
Content Type ◽  
Starting Point ◽  
Cost Competitiveness ◽  
Hotel Sector ◽  
Practical Implications ◽  
Selection Of

Purpose The paper aims to profile the theme issue of Worldwide Hospitality and Tourism Themes titled “How is the need for innovation being addressed by the Indian hospitality industry?” with reference to the experiences of the theme editor, contributors from the industry and academia and the theme issue outcomes. Design/methodology/approach The paper uses structured questions to enable the theme editor to reflect on the rationale for their theme issue question, the starting-point, the selection of the writing team and material and the editorial process. Findings It highlights recent innovations that have taken place in the Indian hospitality industry especially in the areas of customer service, cost competitiveness, culinary management, revenue management and technology. Practical implications As hotel sector investment in India intensifies, this theme issue will be of interest to hoteliers, policy makers, analysts and others interested in the role that innovation can play in helping to facilitate differentiation between competing hotel products and services. Originality/value There is limited literature available on industry innovations in the Indian context. All the papers in this theme issue were written after several cycles of interaction between academics and practitioners and so they incorporate real–time, relevant and contemporary data.

A culture of peace and leadership education

2016 ◽  
Vol 12 (3) ◽  
pp. 205-215 ◽  
Author(s):  
Erich P. Schellhammer
Keyword(s):  
Leadership Education ◽  
Leadership Studies ◽  
Conflict Studies ◽  
Content Type ◽  
World Community ◽  
Effective Leaders ◽  
Peace And Conflict Studies ◽  
Peace And Conflict ◽  
Culture Of Peace ◽  
Practical Implications

Purpose The purpose of this paper is to explore the connections between the principles of a culture of peace and leadership education. It argues that leadership should be informed by the values of a culture of peace. This, in turn, compels leadership education to teach mindsets, values and competencies aligned with a culture of peace. Design/methodology/approach The paper explores the evolution of leadership theory within the context of an increasingly complex world. It then uses United Nations materials to identify principles for a culture of peace as it is now widely acknowledged by the world community. Identifying correspondence between both theoretical realms the paper identifies peace leadership education goals that are supported by established peace organizations and by philosophical and psychological scholarship. Findings The paper establishes a direct link between the values of a culture of peace and leadership that is adequate as well as successful to address the complexity of today’s world. It also identifies key principles that need to be adopted by leadership education to prepare students to become effective leaders. The paper also explores essential educational tools for leadership educators. Practical implications The theoretical framework presented in this paper can be used to adjust leadership education to give practical guidance for aspiring leaders. It is also useful for peace and conflict studies programmes interested in developing peace leaders. Originality/value The interrelationship between leadership studies and peace and conflict studies constitutes a new field of academic inquiry. The present paper is one of the first in the field and is intended to further establish this new disciplinary orientation.

Effectiveness of full range leadership development among middle managers

2015 ◽  
Vol 34 (9) ◽  
pp. 1161-1180 ◽  
Author(s):  
Teerapun Chaimongkonrojna ◽  
Peter Steane
Keyword(s):  
Transformational Leadership ◽  
Leadership Development ◽  
Effective Leadership ◽  
Middle Managers ◽  
Leadership Behaviors ◽  
Full Range ◽  
Development Program ◽  
Content Type ◽  
Full Range Leadership ◽  
The Impact

Purpose – The purpose of this paper is to examine the impact of the Full Range Leadership Development Program (FR-LDP) of middle managers of a furniture company in Thailand and explore how they experience the leadership development phenomenon. It addresses the fundamental question of how effective leadership behaviors occur and are sustained. Design/methodology/approach – In total, 31 middle managers completed a six-month multi-methods development program of three alternating training sessions and on-the-job practice. A 360-degree feedback survey of the Multifactor Leadership Questionnaire 5X Short, comprising 284 questionnaires of “leaders” and “raters,” was used to measure the change in effective leadership behaviors and the overall leadership outcome. A sub-sample of 20 participants from these managers was selected for in-depth interviews at the end of the intervention. Semi-structured interviews and critical incident analysis was applied to understand the leadership experience of these managers. Findings – The study revealed that leadership behavior and overall outcome performance had improved over the course of the FR-LDP. The program did contribute positively to individual learning. Sustained effectiveness was not due solely to the development or intervention process, but also on individual objectives and action, together with supervisor interest and support. Research limitations/implications – The study provides a valid, in-depth insight into leadership in Thailand, which has practical application. However, the size of the sample may not be sufficient for broad generalizations in other cultural contexts or environments. Originality/value – The study extends the understanding of how middle managers develop transformational leadership in Thailand. The study contributes to how middle managers learn what they need to know, how they get to know it and factors that influence their practice of transformational leadership in their workplace. The findings provide to organizations options on resources, talent retention and sustaining organizational performance.

Leadership development strategy: the missing links

2018 ◽  
Vol 32 (1) ◽  
pp. 11-14 ◽  
Author(s):  
Shilpa Kabra Maheshwari ◽  
Jaya Yadav
Keyword(s):  
Leadership Development ◽  
Development Strategy ◽  
Scale Up ◽  
Competitive Growth ◽  
Development Programs ◽  
Leadership Development Programs ◽  
Content Type ◽  
The Individual ◽  
Business Complexity ◽  
Practical Implications

Purpose Current volatile environments, business complexity, and leadership gaps are compelling organizations to deploy effective leadership development strategies. Fueled by competitive growth and people challenges, efforts continue to scale up but fail to create the desired leaders. This paper aims to address the missing links and calls for new ways of deploying leadership development strategy. Design/methodology/approach Qualitative data on experiential feedback have been collected from participants and stakeholders of leadership development programs in Indian organizations. Findings An integrated six-step approach to leadership development has been proposed for scholars and practitioners. Practical implications From the practitioner’s perspective, this study contributes to the field of leadership development by challenging the relevance of current approaches. It also adds to the scholarly literature on leadership development in the context of the organization and the individual. Originality/value Current studies in the area of leadership development in the Indian context are scarce.

Initiating, challenging and improving knowledge in organizational contexts

2018 ◽  
Vol 41 (3) ◽  
pp. 278-295 ◽  
Author(s):  
Stefania Mariano
Keyword(s):  
Design Methodology ◽  
Organizational Knowledge ◽  
Current Debate ◽  
Improve Performance ◽  
Content Type ◽  
Organizational Contexts ◽  
Managerial Practices ◽  
Practical Implications ◽  
Over Time

Purpose The purpose of this study is to investigate how organizational knowledge interacts with artifacts and what determinants, driving processes and outcomes govern these interactions in organizational contexts. Design/methodology/approach A case study is used and data collected is from a US engineering and consulting company. Findings Findings suggested three major driving processes specifically initiating, challenging and improving and several related determinants and outcomes that governed the interaction between organizational knowledge and artifacts over time. Research limitations/implications This study has limitations related to the nature and dimension of the case selected. Practical implications This study provides a means to explain how organizations hold existing knowledge and what determinants, driving processes and outcomes govern the interactions between knowledge and artifacts to assist managerial practices and improve performance. Originality/value This paper contributes to the current debate on organizational knowledge and provides some empirical evidence of how knowledge interacts with artifacts in organizational contexts.

Customer engagement and value co-creation/destruction: the internal fostering and hindering factors and actors in the tourist/hotel experience

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Clement Nangpiire ◽  
Joaquim Silva ◽  
Helena Alves
Keyword(s):  
Design Methodology ◽  
Hospitality Industry ◽  
Document Analysis ◽  
Tourism Industry ◽  
Theory And Practice ◽  
Customer Engagement ◽  
Analysis Framework ◽  
Content Type ◽  
Depth Interviews ◽  
Practical Implications

PurposeThe customer as an active and engaged value co-creator raises new challenges for theory and practice, especially in the hospitality industry. However, the connection between engagement and co-creation is little studied in the hotel/tourism literature. This paper proposes a connection between customer engagement (CE) and value co-creation frameworks to ascertain and depict the internal actors' activities and factors that foster or hinder guests' co-creation and destruction of value.Design/methodology/approachThe researchers used qualitative methods (35 in-depth interviews, document analysis and four observation sessions) in seven regions of Ghana to explore the customer's perspective. Data were analyzed with NVivo11 within a thematic analysis framework.FindingsThe findings suggest that positive and negative engagement fosters or hinders guests' interactions, which lead to value co-creation or destruction. The research also discovered that negative interactions occasioned by any factor or actor trigger value destruction at multiple stages of the experience journey.Practical implicationsIndustry players can use the framework developed to assess their businesses, explore and reflect on the proposed value they aim to generate, and thus be more aware of how they can better facilitate value co-creation with their consumers and avoid value destruction.Originality/valueThis research proposes a novel connection between customer interactions, engagement and value co-creation to ascertain and depict the internal actors' activities and factors that foster or hinder customers' experience in the hotel/tourism industry.

The managerial issues related to transferring shop floor knowledge in manufacturing relocation

2014 ◽  
Vol 34 (11) ◽  
pp. 1389-1416 ◽  
Author(s):  
Mette Praest Knudsen ◽  
Erik Skov Madsen
Keyword(s):  
Shop Floor ◽  
Content Type ◽  
Manufacturing Facility ◽  
Managerial Practices ◽  
Study Approach ◽  
International Production ◽  
Time Gap ◽  
Manufacturing Facilities ◽  
Practical Implications

Purpose – The purpose of this paper is to explore the specific practices of management in the dispatching unit and to identify mechanisms for supporting transfer of shop floor knowledge embedded in operating manufacturing equipment. Design/methodology/approach – The paper applies an inductive and a case study approach for exploring three empirical cases that represent different manufacturing facility relocation processes and differences in the applied managerial practices. Findings – The paper identifies two important gaps in international production literature when firms relocate equipment to other sites; a time gap (from dismantling to re-assembly of production facilities) and a space gap (from the current to the new site abroad). These gaps are important for understanding why relocation processes are difficult and what management can do to facilitate such processes. Practical implications – The paper identifies four issues that management faces in the dispatching context when relocating manufacturing facilities. Originality/value – The paper gives new insights to a limited literature of shop floor knowledge transfer when relocating manufacturing facilities.

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