Work activities of hotel managers in Northern Ireland: a Mintzbergian analysis

Shortt, Gerald

doi:10.1016/0278-4319(89)90072-8

Cited by 21 publications

(9 citation statements)

References 5 publications

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“…Breiter and Clements (1996) found leadership competency to be the most critical competency deserving a high level of attention in the hospitality management curricula for the 21st century. Many other past and recent studies indicated the importance of leadership skills in hospitality management functions (Andelt, Barrett, & Bosshamer, 1997;Arnaldo, 1981;Ogbeide, 2006;Shortt, 1989;Tas, 1988;Tas, LeBrecque & Clayton, 1996). Due to many competing factors in the foodservice industry, with great emphasis on leadership styles appropriate for the Generation Y employees, there is a need to identify foodservice managers' leadership styles and the effect of these leadership styles on subordinates' work effectiveness and job satisfaction.…”

Section: Review Of Literaturementioning

confidence: 95%

Leadership Styles for Foodservice Managers

Ogbeide

2011

Journal of Culinary Science & Technology

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The purpose of this study was to explore foodservice managers' leadership styles and to investigate the effect of situational leadership styles (supportive, directive, participative, and achievement oriented) on subordinates' motivation for work effectiveness. This is the first test of path-goal leadership theory in the foodservice context. The result of this study indicates that foodservice managers utilize all of the situational leadership styles (supportive, directive, participative, and achievement oriented) employed for this study. The result also indicates that supportive, participative, and achievement-oriented leadership styles are influential in predicting subordinates' motivation for work effectiveness. Implications and suggestions for further study are given.

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Section: Review Of Literaturementioning

confidence: 95%

Leadership Styles for Foodservice Managers

Ogbeide

2011

Journal of Culinary Science & Technology

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“…For instance, Mintzbergian approaches have been used to assess the essential managerial roles of hospitality managers. It has been assumed that leadership is a function of management (Pittaway, Carmouche & Chell, 1998); leadership is also identified as a skill for hospitality leaders (Arnaldo, 1981;Shortt, 1989). In 1994, Tracy andHinkin (1994) compared the use of transformational and transactional leadership styles in a hospitality organization and concluded that the behavior exhibited most frequently by effective leaders was transformational.…”

Section: Research On Hospitality Leadershipmentioning

confidence: 99%

What does the Industry need to know about Chinese Hospitality Leadership?

Cheung

King

Wong

2018

Journal of China Tourism Research

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This study examines the hospitality leadership characteristics that are essential, as perceived by emerging hospitality leaders. Four focus groups interviews were conducted in mainland China involving a total of 25 middle level hotel managers. The respondents identified the backgrounds and leadership characteristics of a total of eight admired hospitality leaders in contemporary China.The unique leadership characteristics that received comment were innovative and entrepreneurial.The study provided confirmation of earlier research -that Chinese hospitality leaders are transformational. Their major differences relative to leaders in other industries may be summarized as follows: career advancement, resilience and emotional control, open mindedness and expert knowledge. Young hospitality leaders exhibit diverse backgrounds which encompass the information technology and finance section. Leadership is impacted by Chinese cultural factors such as Guanxi and collectivism. Finally, the perceived future challenges for hospitality leaders relate to hotel brand building, recruitment of talent, enabling new technology and succession planning. The study concludes with recommendations for leadership development to capitalize on the growth of the industry.

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“…Several researchers have replicated or tested Mintzberg's (1973) early work in the hospitality sector (i.e. Arnaldo, 1981;Ferguson and Berger, 1984;Kim, 1994;Ley, 1980;McCall and Segrist, 1980;Mount and Bartlett, 1999;Shortt, 1989).…”

Section: Managerial Work In the Hospitality Industrymentioning

confidence: 99%

Factors affecting and shaping the general managers’ work in small- and medium-sized luxury hotels: The case of Greece

Giousmpasoglou

2019

Hospitality &Amp; Society

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The work of General Managers (GMs) in hotels has been the focus of several empirical studies since the early 1980s. The majority of these studies were conducted in corporate or multinational (MNC) hotel chains’ environment and often neglected the smaller independent operators and family businesses. This study explores the mediating factors that affect the GMs’ work in small and medium luxury hotels (SMLHs); the context of this study is Greece, a popular tourist destination dominated by SMLHs. Based on a qualitative research approach, sixteen in-depth interviews with GMs were conducted in four popular tourist destinations. Five key factors in relation to the GMs’ work were found to be important: career development and mobility; contact intensity; owner-GM relations; dealing with corruption; and networking and reputation. The findings suggest a number of theoretical and managerial implications related to managerial work in SMLHs.

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Work activities of hotel managers in Northern Ireland: a Mintzbergian analysis

Cited by 21 publications

References 5 publications

Leadership Styles for Foodservice Managers

Leadership Styles for Foodservice Managers

What does the Industry need to know about Chinese Hospitality Leadership?

Factors affecting and shaping the general managers’ work in small- and medium-sized luxury hotels: The case of Greece

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