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Leadership. HRT 383. Thanks to:. Robert H. Woods and Judy Z. King, co-authors of Quality Leadership and Management in the Hospitality Industry Gary Yukl, author of Leadership in Organizations (5 th Edition) Dr. Larry Kemper, presenter of Executive Leadership (ULV, Fall 2001)

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Leadership l.jpg


HRT 383

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Thanks to:

  • Robert H. Woods and Judy Z. King, co-authors of Quality Leadership and Management in the Hospitality Industry

  • Gary Yukl, author of Leadership in Organizations (5th Edition)

  • Dr. Larry Kemper, presenter of Executive Leadership (ULV, Fall 2001)

  • Jim Collins, author of Good to Great

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Change & The J-Curve

  • What is a J-Curve?

  • What is changing rapidly today?

  • Why?

  • What affect does this have on managers and leaders?

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Major Areas of Change for Us

  • Changes in management information systems (MIS)

  • Changes in business conditions

  • Changes in guests’ expectations

    (Woods & King, 1996)

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Common Changes

  • Flatter organizations

  • Redistribution of power and responsibility

  • Move of decision making (problem solving) to the lowest possible level

    (Woods & King, 1996)

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Results of These Changes

For managers and leaders, these changes have redefined:

  • Roles

  • Responsibilities

  • Competencies

    And change will continue….

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For You

“Getting a management job today

and keeping it tomorrow

requires a willingness to change”

on your part…

Woods & King, 1996

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Traditional Management Styles

(Woods & King, 1996)

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A Typical GM

John Kotter discovered:

  • The typical GM’s day was unplanned

  • Most of a GM’s time with others was spent in short, disjointed conversations

  • Discussions of a single question or issue rarely lasted more than ten minutes

    Woods & King, 1996

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Is this Good?

  • Kotter’s findings sound like what not to do!

  • Success comes from:

    • Agenda-Setting: figuring out what to do despite uncertainty, great diversity, and the flow of an enormous amount of potentially relevant information

    • Network-Building: getting things done through a large and diverse set of people despite having little direct control over most of them

  • Remember Covey’s phrase:

    “Organize and execute around priorities”

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Do things right

Direct operations

Enforce policies and rules

Design procedures and tasks

Control results

Foster stability

(Woods & King, 1996)

Do the right things

Monitor guest expectations

Communicate vision and values

Manage systems and processes

Support people

Engage in continuous improvement

Management vs. Leadership

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Born, not made


Control and prod



Rare skill

Only at the top


Leadership MythsBennis & Goldman

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Leadership Defined

  • Paul Hersey:

    “…leadership success is much more than just showing up. It is the application of tested concepts and the ‘timing’ skills necessary to get things done.”

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Leadership Defined

  • Ron Heifetz:

    “…we may find it useful to define leadership as an activity. This allows leadership from multiple positions in a social structure. A president and a clerk can both lead.”

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Factors of LeadershipJohn Kotter

Leaders understand

the concepts of:

  • Capacity

  • Achievement

  • Responsibility

  • Participation

  • Status

  • Situation

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Effective Leader Behavior - 1Peter Drucker

  • Not “What do I want?” but

    “What needs to be done?”

  • Asks, “What can and should I do to make a difference?”

  • Focuses on the organizational vision, mission and goals

  • Tolerant of diversity of people – no clones

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Effective Leader Behavior - 2Peter Drucker

  • Not afraid of strength in their associates

  • Intolerant in the area performance, standards, and values

  • Submit themselves to the “mirror” test – seeks authenticity

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Good to Great (Jim Collins)

Level 5 Leadership

  • Level 5 leaders channel their ego needs away from themselves

  • The focus is on a larger goal of building a great company

  • Ambition is directed toward the company

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Good to Great (Jim Collins)

First Who, Then What

  • This is not just about assembling the right team—that’s nothing new

  • The main point is to first get the right people on the bus

    • Get the wrong people off the bus

    • Get the right people in the right seats

  • Then figure out where the bus is going

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Good to Great (Jim Collins)

Confront the Brutal Facts

  • All good to great companies began the process of finding a path to greatness by confronting the brutal facts of their current reality

  • The Stockdale Paradox

  • “We will find a way to prevail”

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Good to Great (Jim Collins)

Hedgehog Concept

  • A Hedgehog Concept is not a goal to be the best

  • It is a strategy to be the best, an intention to be the best, a plan to be the best at the one thing the company can be best at

  • “What we can be best at”

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Good to Great (Jim Collins)

Building the Company's Vision

  • A company's vision is built from two components:

    • A core ideology

    • An envisioned future

  • A core ideology cannot be word crafted into existence in an afternoon

  • No “growing pains”

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Three Important FactorsWoods & King

These three factors limit a manager’s flexibility in adopting different management or leadership styles

  • Manager’s personal background

  • Characteristics of the organization’s employees

  • Culture of the organization

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What Can You Do? - 1

  • Work on the three factors, but in the order given

  • Personal Background

    • Knowledge

    • Skills

    • Feelings → Attitudes → Behaviors

    • Personality

    • Experiences

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What Can You Do? - 2

  • With management and staff

    • Get to know people as individuals

    • Adjust your style with individuals

    • Be a successful team-builder

  • Organizational Culture

    • The most challenging to affect

    • Be flexible

    • Be knowledgeable about alternative styles

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From James O’Toole

“We will never be able to find

the perfect leader.

All are flawed because

all are like us.”