Leadership in Hospitality Industry, Детальна інформація

The study of motivation is extremely important as all the above theories depend on it. This study “suggests that leadership is less a specific set of behaviors than it is creating an environment in which people are motivated to produce and in the direction of the leader. By creating the right environment, one in which people want to be involved and feel committed to their work, leaders are able influence and direct the activities of others” (Horner, http://www.emeraldinsight.com). Herzberg

(1964) differentiated between elements in the work place that led to employee satisfaction and elements that led to employee dissatisfaction.

These elements can be thought as motivators as employees are motivated to achieve them. For example, Herzberg labeled hygiene factors as they are necessary to keep employees from dissatisfaction (Horner, http://www.emeraldinsight.com).

Moreover, there are some need theories that people have needs for certain results. One of these theories is Maslow’s hierarchy of needs, which suggests that some needs are more basic than the others and people are motivated to satisfy them (Horner, http://www.emeraldinsight.com).

Certainly, work satisfy some of these needs, but some people have more advanced needs and it is essential to know whether leaders can develop an environment that will satisfy those needs. One more theory by Alderfer

(1969) suggests that there are only three needs that can be. They are: existence needs, relatedness needs, and growth needs. His theory was based on the thought that people can move up and down the hierarchy and can be motivated by many needs at any one time.

Let’s look now at another need theory, which called Murray’s (1938) manifest needs theory. His view about people’s needs what that that people can experience a variety of needs, such as need for achievement or need for power and that is not necessary that everyone would have the same needs.

There are also some additional motivation theories such as expectancy theory, equity theory, goal setting, and reinforcement. Each of this has implications for the approach leaders can take to dealing with followers

(Horner, http://www.emeraldinsight.com). The reason why motivation theories are added to leadership issue is that because of the emphasis on the followers themselves and what causes them to act, instead of focusing on the leaders.

Therefore, “leadership is not only the process and activity of the person who is in leadership position, but also encompasses the environment this leader creates and how this leader responds to the surroundings, as well as the particular skills and activities of the people being led” (Horner, http://www.emeraldinsight.com).

The transformational-transactional leadership

“Transactional leadership stems from more traditional view of workers and organizations, and it involves the position power of the leader to use followers for task completion” (Burns, 1978). “Transformational leadership, however, searches for ways to help motivate followers by satisfying higher- order needs and more fully engaging them in the process of the work” (Bass,

1985).

“Transformational leaders can initiate and cope with change, and they create something new out of old. They build strong relationships with others while supporting and encouraging each individual’s development”

(Horner, http://www.emeraldinsight.com).

A very interesting theory of “Super Leadership is offered by Manz and Sims

(1991). They challenge the traditional paradigm of leadership as one person doing something to other people (Manz and Sims, 1991). Instead, they suggest, “the most appropriate leader is one who can lead others to lead themselves” (Manz and Sims, 1991, p.18). They suggest that leaders become great by unleashing the potential and abilities of followers, consequently having the knowledge of many people instead of relying solely on their own skills and abilities (Horner, http://www.emeraldinsight.com).

To understand better what is transforming leadership lets look at it as at the “body”, which consists of the heart, and head and hands. There are three aspects of leadership: supervisory, strategic and inspirational. They are going to be discussed more detailed further down.

The heart

“The most universally encountered aspect of leadership is the

“inspirational” leadership of the heart. The essential, distinguishing the feature of inspirational leadership is that it never resorts to the use of coercive power or authority” (Nicholls, http://www.emeraldinsight.com). To energize enthusiastic followers, inspirational leaders create a compelling

“vision”, which changes peoples view at the world around them. Another 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.