Situational Leadership in Hospitality If one look at the nature of the hospitality industry, it is serviced-base, it is labor-intensive, it is renowned for its high staff turnover and labor diversity in term of age, culture, and background; one may conclude that the industry is all about people. When people become the most valuable asset of an organization, simply managing them is no longer sufficient to compete in today’s challenging business world. Leadership has become the new key operative word
There are many leadership styles and leadership philosophies that can be applied to the healthcare environment of which each have their unique advantages and disadvantages. The choice to follow one leadership model versus another or to integrate one or more models together lies in the individual preference of the leader. For people like me who hold strong spiritual beliefs, the spiritual philosophies of Mary Elizabeth O’Brien, Tim Porter-O’Grady, and Kathy Malloch provide a strong framework with
Concept of Leadership Leadership - what is it? Many definitions have been offered, cultural stereotypes abound, numerous programs focus on leadership development, but the question remains. In fact, leadership is many different things to different people in different circumstances. When we think of leadership, we often think first of famous individuals. We may think of great political leaders: Washington, Churchill, Roosevelt. We may think of the leaders of social movements: Gandhi, Martin Luther
Canadian workplaces today seem to be a fairly diverse place, with a blend of many religions, ethnicities, and genders present. However, although people preach affirmative action and melting pots in current times, many inequality and power issues still abound. One strikingly noticeable example is gender discrimination. Women in the workforce face many challenges like smaller wages, harassment, male privilege in hiring or promotions, and lack of support when pregnant or raising children. One half of the
Introduction Leadership, and the study of it, has its commencement in the early civilizations. Ancient rulers, pharaohs, emperors and biblical patriarchs have one thing in common – leadership. Although scholars have been studying this phenomenon for almost two centuries, numerous definitions and theories abound throughout. However, enough similarities exist so as to define “leadership” as an effort of influence and the power to induce compliance (Wren, 1995). Leadership is a process through
Study of Leadership Grand Canyon University LDR600 Professor Stephen Young April 22, 2010 Abstract This paper is a review of the leadership of NerveWire, a professional services firm that was established in 1999. NerveWire’s Malcolm Frank, President and Chief Executive Officer (CEO), and Kirk Arnold, Chief Operating Officer (COO) are the key leaders in this company. Their leadership skills, attributes, personalities, and leadership styles are reviewed and compared to leadership theories;
Leadership can be defined as a process by which one individual influences others toward the attainment of group or organizational goals. Three points about the definition of leadership should be emphasized. First, leadership is a social influence process. Leadership cannot exist without a leader and one or more followers. Second, leadership elicits voluntary action on the part of followers. The voluntary nature of compliance separates leadership from other types of influence based on formal authority
state. I chose this agency because it is evolving so fast. IT is involved in every aspect of this organization and keeping abreast of changes are a challenge. Just over three years ago, we went from paper records to electronic. This alone was challenging enough, and then we implemented electronic record keeping software. Though this was well thought out and planned we continue to experience growth that is hard to keep up with. With an 80% business as usual attitude, the change is difficult. Getting
INTRODUCTION Hayward (2005) pointed out that the studies on leadership have been ongoing as far back as early 1900. This is prompted by the fact that man has always sought to answer what is it about a leader that distinguishes him or her from another leader, what it is about an individual that makes him or her a leader, why do some leaders fail and why do some other leaders excel etc. In attempt to provide answers to these questions, several leadership theories and approaches has been established. It is
Leadership & Organization Development Journal Emerald Article: Resistance to organizational change: the role of cognitive and affective processes Wayne H. Bovey, Andy Hede Article information: To cite this document: Wayne H. Bovey, Andy Hede, (2001),"Resistance to organizational change: the role of cognitive and affective processes", Leadership & Organization Development Journal, Vol. 22 Iss: 8 pp. 372 - 382 Permanent link to this document: http://dx.doi.org/10.1108/01437730110410099 Downloaded