دانلود رایگان مقاله انگلیسی یک مدل صلاحیت رهبری مهمانداری برای مدیران خط مقدم - الزویر 2018

ABSTRACT

Competency models are useful tools for hospitality organizations and academic programs to identify skills and behaviors needed in the workforce. Using two studies, the present study provides an updated leadership competency model for frontline and director-level managers in the hospitality industry. In a pilot study, we updated the model of hospitality leadership competencies (in a list of 195 behaviors, grouped into 15 competencies comprising 44 skills) based on existing competency models and the opinions from 30 senior hospitality leaders. We further clustered these competencies into business leadership competencies, personal leadership competencies, and people leadership competencies. In the main study, we surveyed 98 director-level managers on the relative importance and competency priority for frontline and director-level managers. Rank-test results showed that while business leadership competencies were the top priority for director-level managers, people leadership competencies ranked first for frontline managers. This study yields both research, practical and educational implications.

6. Discussion and recommendations

6.1. Theoretical implication

Using an updated generic competency model for hospitality leaders and managers developed in our pilot study, we contrasted the competencies required for frontline and director-level managers in the main study. We extended previous competency studies in three major ways. First, while the basic structure of competency model remains unchanged, we showed that competency model is time-sensitive. Similar to earlier hospitality leadership competency models (e.g., ChungHerrera et al., 2003; Testa and Sipe, 2012; Kay and Russette, 2000), we identified three broad competency-factors, namely business leadership competencies, personal leadership competencies, and people leadership competencies. However, our pilot respondents identified updates related to personal leadership competencies. These changes are in line with what hospitality industry leaders are increasingly focusing on and are not surprising given the changing nature of today’s workforce (Richardson and Thomas, 2012). Our study not only provides an up-todate competency model for researchers and practitioners to understand hospitality leadership competency, but also highlights the importance of periodically updating the competency model.