Assis.Prof.Dr.Aydın YILMAZER

1616

Re-Conceptualising Hospitality Management: Analysing Changing Views On Leadership Approaches

Re-Conceptualising Hospitality Management: Analysing Changing Views On Leadership Approaches

Transformational and transactional leadership are distinct but not mutually exclusive processes. In an effort to clarify some of the consequences of these leadership styles, and their impact on the hospitality industry, the aim of the proposed study can best be summarised in three key objectives: To compare the relationships between transformational and transactional leadership behaviour in the hotel industry; To develop a better understanding of the unique factors in other organisational cultures that can be used by others to improve their own. To show the importance of organisational culture and to link this to the theory of transformational and transactional leadership; This is the frist stage in the research and reviews all relevant secondary information, providing a critical insight into the important issues and themes of the topic. After the previous stage, this section provides the study, rationale and methods chosen, which questionnaires were used and the results obtained from primary resources. In order to establish four and five star hotels, the UK’s major organisation, the Automile Association (AA) Hotel Guide 2006 was used. The AA star rating is a classification used to make a quality assessment to asist guestions in their choice of hotels. The survey revealed is that transformational leadership is practised by large number of hotels which consider it to be an effective way of managing staff. There is considerable evidence in the literature to support the notion that leadership is an important casual factor of hotel organisation performance. In this research findings are limited to the London Hotels in questions. This review protvides it is important that transformational leadership needs to be practised for problem solving and organisational achievement. Therefore, good managers need to build up the necessary skills to enable them to change corporate leadership culture for organisational success, thereby increasing people’s organisational commitment.
Keywords:

Leadership, Leadership and Manager, Leadership Approaches Transformational and Transactional Leadership,

PDF

___

  • Bass B.M (1985), Leadership & performance beyond expectations, New York, Free Press.
  • Bass B.M (1990), Concepts of Leadership, Bass & Stogdill’s handbook of Leadership: theory, Research, And Managerial Applications, New York, Free Pres.
  • Bass B.M (1993), A Seminal shift: The İmpact of James Burn’s Leadership, Leadership Quarterly, 4(3/4): 375–377.
  • Bass B.M (1998), Transformational Leadership: Industrial, Military and Educational Impact, Mahwah, New Jersey, Lawrence Erlbaurm Associates, Publishers.
  • Bass B.M. and Avolio, B.J. (1992), Organizational Descrption Questionnaire, Mind garden, Inc, 1690 Woodside Road, Suite 202, Redwood City, CA 94061 USA.
  • Bass B.M Avolio, B.J (1994), Improving Organizational efectiveness through transformational Leadership, B.M. Bass and B.J. Avolio, London, Sage Publications:1-11,26-27, 48-85, 104-123,172-173, 202-203, 222-238.
  • Bass B.M. and Avolio B.J. (1995), Multifactor Leadership Questionnaire (MLQ), Mind Garden, Inc., 1690 Woodside Road, Suite 202, Redwood City, CA 94061 USA.
  • Bass B.M and Avolio B.J (1997), Full Range Leadership Development: manual for The Multifactor Leadership Questionnaire, CA: Mind Garden, Inc., 1690 Woodside Road, Suite 202, Redwood City, CA 94061 USA.
  • Bennis W.G and Naus B (1985), Leaders: The Strategies for Taking Charge, New York City: Harper and Row.
  • Berson Y (1999), A Comprehensive Assessment of Leadership Using Triangulation of Qualitative and Quantitative methods, Graduate School, New York, Binghamton University: 181.
  • Breiter D. and Hoart H (2000), Competencies in Food service Information Technology Expected By The Foodservice Industry of Graduates of Hospitality Bachelor’s Degree Programs in The US.
  • Burns, J.M (1978),Leadership, New York: Harper and Row.
  • Bryman A (1992), Charisma and Leadership in Organisations, London: Sage.
  • Cheung L.and Law R (2000), Industrial İnformation Technology Applications: have Hospitality and Tourism Graduates Learned The Needed Skills?, Journal of Hospitality and Tourism Education 12(2): 19-23.
  • Cichy R. F and Schmidgall R.S (1997), Financial Executives in US Clubs, Cornell Hotel and Restaurant Administration Quarterly 38(5):67–73.
  • Clark M. Riley M. Wilkie E. And Wood R. C (1998), Researching & Writing Dissertation in Hospitality and Tourism, London: International Thompson Business press.
  • Deming J. E (1986), Out of The Crisis, Cambridge, mass MIT Centre For Advanced Engineering.
  • Dent E. F (2006), The Leadership Pocketbook, management Pocketbooks Ltd.
  • Enz C. A and Siguaw J.A (2000), Best Practices in Service Quality, Cornell Hotel and Restaurant Administration Quarterly 41(4), 20.
  • Geller A. N & Schmidgall R. S (1984), The Hotel Controller, more than Just a Bookeeper: Hotel and Restaurant Administration Quarterly, 25 (2): 16–22.
  • Giuliani W.R (2002), Leadership, UK.
  • Goffee Rob, Jones Gareth, (2006), why should Anyone Be Led By You? What it Takes To An Authentic Leader, Harvard School Press.
  • Handy C.B (1976), Understanding Organisations, Harmondsworth: Penguin.
  • Harter J.J. and Bass B. M (1988), Superiors Evaluations and Subordinates Perceptions of Transformational and Transactional Leadership, Junal of applied Psychology, 695–702.
  • Hinkin T.R and Tracey J. (1994), Transformational Leadership in The Hospitality Industry, Hospitality research Journal, Vol. 18, 49–63.
  • Hofstedel G (1991), Cultures and Organisations: Software of The Mind, New York: McGraw-Hill.
  • Howell, J. M and Frost P (1989), ALaboratory Study of Charismatic Leadership Organisational Behaviour and Human Decision Processes, Vol. 43, 243–269.
  • Huliselan J. J (1999), Managing Ethical Conflicts Across Cultures, Vol. II, No. 4 Maret 2002. Journal Program Magister Management, University Sahid, Jakarta, Indonesia.
  • Karpin (1995), The Report of The Industry Task Force on Leadership and Management Skills, Canberra, Commonwealth of Australia.
  • Levicki C (2002), Developing Leadership Genius- The Nature and Nuture of leaders, McGraw Hill.
  • Ley D.A (1980), The Effective GM: Leader or Entrepreneur? Cornell Hotel and restaurant Administration Quarterly, 21 (3), 66–67.
  • Ladkin A (1999), Hotel General Managers: A Review of Prominent Research Themes, International Journal of Tourism Research, 1(3), 167–193.
  • Ladkin A & laws E (2000), A Career Profile of Hotel Managers in Queensland, LaTrobe University.
  • Ley, D.A (1978). A Cn Empirical Examination of Selected Work Activity Correlates of Managerial Effectiveness in The Hotel Industry Using a structured Observation Approach, East Lansing, Michigan state University.
  • McAtarsney D (1999), Review, Critique and Assessment of Customer Care, Total Quality Management, pp.636.
  • McFillen J., Riegel C et. Al. (1986), Why Restaurant Managers Quit and How to Keep Them, Hotel and Restaurant Administration Quarterly, 27 (3), 37–43.
  • McKenna M and Larmour R (1984), Women in Hotel and Catering in The UK, International Journal of Hospitality Management, 3(3): 107–112.
  • McLean A and Marshall J (1993), Intervening in Culture, Working Paper, University of Bath, Management, Personel Management 20(11) 37–41).
  • Nailon P (1968), A Study of Management Activitiy in Units of a Hotel Group, Surrey United Kingdom, University of Surrey.
  • Kim S. M (1994).Tourist Hotel Managers in Korea: A Profile, International Journal of Hospitality Management, 13: 7–17.
  • Nebel E. C. I (1991), Managing Hotels Effectively: Lessons from Outstanding General Managers, New York, Van Nostrand Reinhold.
  • Olsen M. D (1999), Macro Forces Driving Changes into The New MillenniumMajor Challengers for The Hospitality Professional, International Journal of Hospitality Management 18: 371–385.
  • Oppenheim A (2000), Questionnaire Design, Interviewing Attitude and Measurement, second Edition, London.
  • Petrick G (1998), Lonely at The Top: Women Foodservice Manager, Cornell Hotel and Restaurant Administiration Quarterly, 93(3), 54–59.
  • Pickworth J. R (1981), A Profile of The Hotel Personel Manager, Cornell Hotel and Restaurant Administration Quanterly, 22(1), 42–46.
  • Testa M. R (2001), Hospitality Leaders: Do they Know How Their Employees Feel About Them? Hospitality Organisations May Have a Disparity beetween The Way Employees view Their Leaders and The Leaders own Views to The detriment of the Organisation, Cornell Hotel and Restaurant Administration Quarterly, 42 (6), 80 (10).
  • Tichy N.M. and Devanna M. A (1986), The Transformational Leader, New York, John Wiley and Sons, Inc.
  • Tracey J. B. and Hinkin T. R (1994), Transformational Leaders in The Hospitality Industry, Cornell Hotel and Restaurant Administration Quarterly, 35(2), 18–24.
  • Tracey J. B. and Hinkin T. R (1998), Transformational Leadership or Effective Management Practises?, Group and Organisation Management, 23(3): 220- 236.
  • Tracey J.B and Tews M. J (1995), Training Effectiveness: Accounting For Individual Characteristtics and The Work Environment, Cornell Hotel and Restaurant Administration Quarterly 36(6): 36–42.
  • Umberit W.T (1992), In Search of Hospitality Curriculum Relevance For The 1990s, Hospitality and Tourism Educator 5(1), 71-74.
  • Schein E.H (1985). Organisational Culture and Leadership, San Francisco, CA: Jossey Bass.
  • Stalling C (1998), An Investigation of Gender Diffrences and Leadership Characteristics in The Hospitality Industry, Northern Arizona University.
  • Szabo S. Reber E. Weibler G. Brodbeck J and Wonderer F. C (2001), Values and Behaviour Orientation in Leadership Studies, The Leadership Quarterly, 12(2), 215–244.
  • West R (1998), Learning For Life, Final Report: review of Higher Education, Financing and Policy, Canberra, (DEETYA), 234.
  • Wigham R (2002), Leadership Skills Gap Damageing Businesses, Personel Today, 8.
  • Yukl G. A (1999), An Evaluation of Conceptual Weaknesses in Transformational and Charismatic Leadership Theories, leadership Quarterly, 10(2), 285–305.
  • Yukl G. A (1989), Managerial Leadership: A Review of Theory and Research, Journal of Management, 23.
ISGUC The Journal of Industrial Relations and Human Resources-Cover
  • Başlangıç: 1999
  • Yayıncı: Şenol BAŞTÜRK
Arşiv
Sayıdaki Diğer Makaleler

Re-Conceptualising Hospitality Management: Analysing Changing Views On Leadership Approaches

Assis.Prof.Dr.Aydın YILMAZER

Mesleki Bağlılığın Bireylerin Mesleklerine Ve Çalıştıkları Örgüte İlişkin Tutumlarını Nasıl Etkilediğini Anlamaya Yönelik Bir Alan Araştırması

Doç. Dr. Bilçin TAK, Arş.Gör.Dr. B. Aydem ÇİFTÇİOĞLU, Yrd. Doç.Dr. Alis ÖZÇAKIR, Ahmet DİVLELİ

Serbest Bölgelerin Ekonomik Etkileri: Türkiye’deki Serbest Bölgelerin ve Bursa Serbest Bölgesinin Ticaret Hacmi, İstihdam ve Yabancı Sermaye Açısından Değerlendirilmesi

Dr. Sema AY

Two Faces Of Janus: A Critical Perspective On The Balanced Scorecard

Dr.Mehmet Eymen ERYILMAZ, Ali Fehmi ÜNAL

Ruhsallık, Duygusal Zekâ Ve Dönüştürücü Liderlik Davranışları Üzerine Bir Araştırma

Doç.Dr. Selen DOĞAN, Faruk ŞAHİN

Marka Bilgisi Ve Marka İlişkilerinin Mevcut Ve Gelecekteki Satın Alımlara Etkisi

Yard. Doç Dr. Şükrü YAPRAKLI