Perspectives in Asian Leisure and Tourism Research articles, essays, practical applications in hospitality, leisure and tourism - with an emphasis on Southeast Asia Volume 4 Article 2 2018 Hotel Leadership Competencies: Senior Executive Leader Perspectives Joel Reynolds DePaul University Mary Jo Dolasinski DePaul University Follow this and additional works at: hps://scholarworks.umass.edu/palat is Article is brought to you for free and open access by ScholarWorks@UMass Amherst. It has been accepted for inclusion in Perspectives in Asian Leisure and Tourism by an authorized editor of ScholarWorks@UMass Amherst. For more information, please contact [email protected]. Recommended Citation Reynolds, Joel and Dolasinski, Mary Jo (2018) "Hotel Leadership Competencies: Senior Executive Leader Perspectives," Perspectives in Asian Leisure and Tourism: Vol. 4 , Article 2. Available at: hps://scholarworks.umass.edu/palat/vol4/iss1/2
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Perspectives in Asian Leisure and TourismResearch articles, essays, practical applications in hospitality, leisure and tourism - withan emphasis on Southeast Asia
Volume 4 Article 2
2018
Hotel Leadership Competencies: Senior ExecutiveLeader PerspectivesJoel ReynoldsDePaul University
Mary Jo DolasinskiDePaul University
Follow this and additional works at: https://scholarworks.umass.edu/palat
This Article is brought to you for free and open access by ScholarWorks@UMass Amherst. It has been accepted for inclusion in Perspectives in AsianLeisure and Tourism by an authorized editor of ScholarWorks@UMass Amherst. For more information, please [email protected].
Recommended CitationReynolds, Joel and Dolasinski, Mary Jo (2018) "Hotel Leadership Competencies: Senior Executive Leader Perspectives," Perspectivesin Asian Leisure and Tourism: Vol. 4 , Article 2.Available at: https://scholarworks.umass.edu/palat/vol4/iss1/2
Hotel Leadership Competencies: Senior Executive Leader Perspectives
Abstract The emergence of new technologies, globalization, evolving customer demands, and a changing workforce profile in the hotel industry prompted this exploratory investigation on leadership competencies for hotels. Using qualitative research methods, senior executive leaders from major hotel companies in the lodging industry were interviewed and through analysis, eighteen hotel leadership competencies emerged. Many competencies found in this study were consistent with previous research, while several new competencies were identified including, the proficient use of technology and social media, being adept at working in accelerated timeframes, ability to deliver learning based on workforce expectations, being accessible and available, and acting with authenticity. Word Count: 4,423 Keywords: Competencies; Hotel Industry; Leadership; Executive Leaders; Changing Workplace
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Reynolds and Dolasinski: Hotel Leadership Competencies: Senior Executive Leader Perspectiv
richness of detail and the quality of the information collected and analyzed, a larger sample may
provide additional insight. Another limitation is that the entire sample was specific to the hotel
segment with no other segments of the hospitality and tourism industry represented. Ideally, the
eighteen leadership competencies identified in the current study could be used as the qualitative
framework to further investigate senior executive leader perspectives on the competencies
necessary for future leaders in other segments of the hospitality and tourism industry.
Previous research on hotel leadership competencies has provided a solid foundation, but
with the changes facing the industry, additional competencies are now needed. This current study
has identified a set of hotel leadership competencies, adding to the existing body of work while
filling the gap of providing the senior executive leader perspective. These findings incorporated
with the results from previous research in hotel leadership competencies form the basis for future
study that may include a quantitative approach or include different levels of leadership
perspective.
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Table 1. Study Interview ParticipantsInterviewee Title Type of Company Gender
Senior Executive Leader 1 Chief Operating Officer Hotel Management Company MaleSenior Executive Leader 2 SVP of Talent Major Hotel Brand FemaleSenior Executive Leader 3 SVP of Operations Hotel Management Company FemaleSenior Executive Leader 4 Chief Learning Officer Major Hotel Brand MaleSenior Executive Leader 5 Chief Talent Officer Major Hotel Brand Male
Hard Skill Competencies Soft Skill Competencies Value-based Competencies
Adept at working in accelerated timeframe Agile and flexible Innovative and change centric
Anticipates and responds to guest needs Supportive in coaching and mentoring Engages in a global perspective
Delivers learning based on workforce expectations Leverages workforce diversity Embraces organizational culture and mission
Integrates career paths for promotion Provides effective communication across multiple modes and channels
Builds relationships and considers the larger community
Proficient in use of technology and social media Recognizes the achievements of others Inspires and encourages others
Accessible and available
Demonstrates innovative problem solving process
Acts with authenticity
Table 2. Leadership Competencies Themes
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Note: * indicates competency not present in previous studies
Competency Definition
1Proficient in use of technology and social media*
Leveraging technology and social platforms to drive business results and remain competitive in the market
2 Innovative and change centric Changing and innovating to stay relevant and differentiate from competition
3Adept at working in accelerated timeframe* Accelerating timeframe of customers and employees expectations
4 Agile and flexible Ability to be agile and able to pivot at any given time
5Anticipates and responds to guest needs
Delivering guest service that is more immersive, customized and responsive to changing expectations
6Supportive in coaching and mentoring Providing frequent learning opportunities, guidance and support based on employee need
7 Engages in a global perspectiveIntegrating the differences of customer and workforce perspectives and embracing a more global perspective
8 Leverages workforce diversity Leveraging the strengths of various demographics in the workforce
9Provides effective communication across multiple modes and channels Displaying ability to listen with intent, share perspectives and accept other perspective
10Embraces organizational culture and mission Embracing and embodying the higher purposes and meaning of the organization
11Builds relationships and considers the larger community Converging the responsibilities of the job with the larger issues and community perspective
12 Inspires and encourages others Demonstrating enthusiasm, genuine care and concern
13Recognizes the achievements of others Providing appreciation, gratitude or acknowledgment
14Delivers learning based on workforce expectations*
Delivering relevant, specific learning to enhance technical skills, in short, bite size learning moments and provide for future career development
15 Accessible and available* Building relationships and being available & approachable
16Demonstrates innovative problem solving process Having an open mind and approaching problems with a novel perspective
17Integrates career paths for promotion Establishing career paths and clear directions for progression
18 Acts with authenticity* Conveying a sincere sense of self and a candid, open perspective
Table 3. List of Hotel Leadership Competencies and Definitions
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Competencies Unique to Current Study Competencies Similar to Other Studies- Proficient in use of technology and social media - Anticipates and responds to guest needs - Adept at working in accelerated timeframe - Integrates career paths for promotion- Delivers learning based on workforce - Agile and flexible- Accessible and available - Supportive in coaching and mentoring- Acts with authenticity - Leverages workforce diversity
- Provides effective communication across multiple modes and - Recognizes the achievements of others- Demonstrates innovative problem solving process- Innovative and change centric- Engages in a global perspective- Embraces organizational culture and mission- Builds relationships and considers the larger community- Inspires and encourages others
Table 4. Unique vs Similar Competencies
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