Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Chapter 14 Leadership and Management

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ After Reading and Studying This Chapter, You Should Be Able to: Distinguish the characteristics and practices of leaders and managers Define leadership and management Distinguish between transactional and transformational leadership Describe the key management functions Differentiate between leadership and management

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Leadership Defined: “Leading is the process by which a person with vision is able to influence the activities and outcomes of others in a desired way.”

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Leadership Traits Bearing Courage Decisiveness Dependability Endurance Enthusiasm Initiative Integrity Judgment Justice Knowledge Loyalty Tact Unselfishness

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Identifiable Practices Common to Leaders Challenge the process Inspire a shared vision Enable others to act Model the way Encourage the heart

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Strong Leadership Can Improve Service Effective leadership involves Applying your own particular brand of leadership to the operation Managing change effectively Fostering teamwork Soliciting input from employees Motivating employees Delivering on all promises

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Transactional Leadership Leader is able to gain results through rewards, desired behaviors and/or incentives Work in exchange for a desired reward

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Figure 14-1 Transactional Leadership Model

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Transformational Leadership Eliciting performance above normal expectations Three important factors: Charisma Individual consideration Intellectual stimulation

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Demands on the Hospitality Manager Owners Corporate office Guests Employees Regulatory agencies Competitors

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Figure 14-2 Dynamics of Demand on General Manager in the Hospitality Industry

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Common Traits High ego strength Strategic thinking ability Orientation towards the future Belief in principles of human behavior Strong connections Politically astute Know how to use power

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Questions Leaders Ask “What needs to be done?” “What can and should I do to make a difference?” “What are the organization’s missions and goals?” Do I pass the “mirror test?”

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Active Leaders Reposition products and services to build a competitive advantage Recruit talented people to execute the new strategies Establish organizational resources that tightly focus on new strategies

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Leadership Approaches Be decisive Follow through Select the best Empower employees Enhance career development

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Management Defined “The process of coordinating work activities so that they are completed efficiently and effectively with and through other people.”

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Key Management Functions Forecasting Planning Organizing Decision-Making Communicating Motivating Controlling

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Efficiency Effectiveness Results

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Three Levels of Management Top Managers Middle Managers Front-line Managers

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Managerial Skills Conceptual Human Technical

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Figure 14-6 Management Skill Areas

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Managerial Roles Figurehead Leader Spokesperson Negotiator

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Leadership vs. Management ManagerLeader AdministersInnovates Is a copyIs an original MaintainsDevelops Focuses on systems and structureFocuses on people Relies on controlInspires the truth Has a short-range viewHas a long-range perspective Asks how and whenAsks what and why Has an eye on the bottom lineHas an eye on the horizon InitiatesOriginates Accepts the status quoChallenges the status quo Does things rightDoes the right thing

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ To Empower Employees, Managers Must: Take risks Delegate Foster a learning environment

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Empowered Employees Tend to: Speak out about problems and concerns Take responsibility for their actions Consider themselves a network of professionals Have the authority to make their own decisions when serving guests

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ Trends Diversity in associates Lack of basic job skills Increased need for training Need to promote from within

Introduction to Hospitality, Fourth Edition John Walker ©2006 Pearson Education, Inc. Pearson Prentice Hall Upper Saddle River, NJ More Trends Managing sales revenue all the way to the bottom line Independent business units Outsourcing Increase in part-time workers Technological advances Social and environmental issues