Leadership Begets Leaders

Regional and Global Spread: MGM Resorts International is not solely dependent on revenue from Las Vegas, Nevada area. Based on 2016 financials, over 20% revenue was achieved from combination of Beau Rivage(MS), MGM Grand Detroit(MI), Gold Strike Tunica(MS), and Borgata(NJ). This is a strength to the organization in terms of risk spread and financial diversification. The organization is also stretching its reach internationally into Asia in a bid to improve the growth potential and profitability. In the era of globalization and technology, this strategy is important as Asia is the fastest growing gaming market in the world and Macau is the world’s largest gaming center in terms of revenue.

Tourism is one of the most international industries. Globalisation is the gradual forging of links between groups and societies until they finally reach around the globe in several directions (Smith, D,2006). Globalization is one of the serious challenges facing managers today. It is critical to develop services that are able to satisfy a highly diverse customer base (Ueltschy et al., 2007) Now to keep up with the rising levels of globalization in the hotel industry, there’s a need to understand not only the positive, but also the negative impacts of globalisation. I’ll also talk about the growth and rise of one of the most respected brands in the hospitality industry - the Hilton Hotels. Throughout the evolution of this famous organization, the Hilton has

As a professional leader, role models are an important source of inspiration and development. The ability to deliberately aim to improve as a leader is equally important. In the Army, the Leadership Requirements Model found in doctrine provides the framework necessary to make those deliberate improvements. This framework presents the opportunity to analyze our leadership role models using the Leadership Requirements Model and assess how that leader has contributed to the Army or the Non-Commissioned Officer (NCO) Corps. Additionally, it is important to apply the same analysis to how that role model has influenced our own leadership. Lastly, with these considerations in mind, leaders can project into the future and determine what kind of legacy they wish to leave. The purpose of this analysis is to explore these opportunities and the relationships between doctrinal leadership, a legacy leader, and my own leadership and legacy. My father, retired Chief Warrant Officer 2 (CW2) Nelson Stydinger, had a significant influence on the profession during his own service. He also represents my most important leadership influence throughout my career and his record informs the type of legacy I would like to leave as an Army leader.

Marriott is renowned for its elegant and comfortable hotels and resorts. The company caters to a targeted customer base, ranging from the frequent corporate business traveler to the family enjoying their occasional weekend get-away. Marriott has continued its rise in the lodging, contract services, and restaurant industries. The company continuously strives to meet the needs and wants of its customers while strategically maneuvering the rigors of today’s competitive and ever-evolving market of glamorous destinations and convenient services. In order to remain relevant in a highly-competitive environment, Marriott must strike that successful balance of minimizing costs, and gaining and effectively

MGM Resorts International ( MGM) is a Fortune 500 company traded on the NYSE in the complex and unpredictable industry of gaming and hospitality. MGM is one of the leading global hospitality companies with a portfolio of 15 wholly owned resorts and gaming properties located in Nevada, Mississippi, and Michigan and 50 percent stakes in four additional properties in the US and China ( Exhibit 1). With approximately 45,000 full time employees, the company has an enterprise value of $ 18.09 billion and 2010 revenues of more than $ 6 billion ( Exhibit 2). It is the third largest revenue generating company in its industry. MGM believes its success is due to its reputation for delivering high quality gaming and luxury services and

commonplace, the shear size of MGM Grand Hotel & Casino has helped to solidify its landmark

Also, with the new renovations, MGM Las Vegas was known for having a vast amount of

“True leaders create more leaders” This quote is from a song by La'Reonte Wright. He is a hip-hop artist who raps on very diverse topics such as the Mike Brown shooting and how we should expand our minds and better ourselves and last, but not least, grow as people and as leaders. Leaders create more leaders by mentoring those they are working with.

The Mirage quickly surpassed the Hoover Dam as the most visited site in Nevada and by the 1990s Las Vegas surpassed Orlando as the most popular tourist destination. Although, it would be remiss to one of Steve Wynn’s most notable influences, Jay Sarno, the developer of Caesar’s Palace. Sarno was the innovator who created casinos with dramatic themes. For example, he hired men dressed as Roman centurions to personally deliver invitations to home addresses for his grand opening in 1966. Caesars Palace featured scantily dressed “wine goddesses” who massaged gamblers’ temples while peeling and feeding them grapes. “It was Jay who brought Las Vegas the first concept that the place itself is the show, from top to bottom, stem to stem, the costumes, the architecture,” said

The mega resorts era officially began in 1989 when developer Steve Wynn built The Mirage. It had about 3,000 rooms with gold tinted windows, setting the new standard for Las Vegas luxury. This triggered a construction boom of luxurious mega resorts. Please refer to Figure 1 for an illustration of the luxurious mega resorts that were developed since 1989.

Wynn Resorts, led by the romantic and visionary leader Steve Wynn, is a leader in the gaming and casinos industry. Following its mission statement of, “A commitment to providing an elegant environment, high-quality amenities, a superior level of service and distinctive attractions for our customers,” the company is well known for its luxury and excellence. Some major competitors in the Industry are MGM Mirage and Trump Entertainment Resorts. Fortune Magazine said that ”Wynn, which also led casino resort operators in 2009, ranked second in the hotel, casino and resort category for innovation and number 3 for people management, quality of management and quality of its products and services.” Wynn Resorts management strategy is that of focused differentiation. They create products and services that are unique and valued in which customers will pay a premium and they focus on an upper class segment. The company does well in management or in parenting, by using the experience of the corporate office and the support of the corporate office. Wynn Resorts does an excellent job in branding and is a big part of the company’s core competencies.

When walking into “The Strip” in Las Vegas, an instant feel of excitement rushes up. The flashy neon lights paired with glimpses of amazing acrobatics on gigantic screens easily brings up the energy of tourists, businessmen, and gambling addicts. You may wonder how a once stranded desert can transform into such a paradise of skyscrapers. The answer lies in casinos.

Sharma and Jain (2013, p. 309) point out that leadership and management even though different are linked to each other. “The manager’s job is to plan, organize, and coordinate. The leader innovates and the manager administers.” Organizations need both types of personnel to get things done. However, the aim of leadership and management do not always work cooperatively. To illustrate this point we quote Warren Bennis, a prominent scholar and organizational leadership consultant about how leadership and management work with each other:

Millennium Partners and The Ritz Carlton Hotel have partnered up to open a hotel located in Washington D.C. This hotel will be a multi-use facility called the “Hospitality Complex” where you will find the 300-room Ritz Carlton Hotel, luxurious condos at the top of the complex, restaurants, spas, sports facilities, and retail shops. There is a huge concern that the time frame of the seven-day training process is not enough time from new employees to deliver the supreme guest service that the Ritz Carlton is known for. This Seven Day countdown prohibits the hotel from opening at a higher occupancy rate which means the hotel not making revenue.

Our industry, the Global Hotels and Resorts, experienced strong growth over the five years to 2015. Over the five-year period, both consumers and businesses became more confident about their finances and spent freely on luxuries, including travel. This culminated in a substantial increase in travel rates and hotel room and occupancy rates, two indicators of a hotel 's performance. Travel spending has also picked up quickly, especially in emerging economies where tourism is on the rise. Global tourist arrivals are expected to increase an annualized 4.8% over the five years to 2015 to reach 1.2 billion. As a result of these positive trends, industry revenue is expected to increase an annualized 4.6% over the five years to 2015 to reach