A model of hospitality leadership competency for frontline and director-level managers: Which competencies matter more?. (August 2018)

• Record Type: Journal Article
• Authors: Shum, Cass; Gatling, Anthony; Shoemaker, Stowe
• Is Part Of: International journal of hospitality management. Volume 74(2018)
• Page Start: 57
• Page End: 66
• Publication Date: 2018-08
• Subjects: Competency model -- Managerial competencies -- Leadership and management -- Management hierarchy levels; Hotel management -- Periodicals; Restaurant management -- Periodicals; Food service management -- Periodicals; Hôtels -- Gestion -- Périodiques; Restaurants -- Gestion -- Périodiques; Services alimentaires -- Gestion -- Périodiques; Food service management; Hotel management; Restaurant management; Periodicals; 647.94
• DOI: 10.1016/j.ijhm.2018.03.002
• Languages: English
• ISSNs: 0278-4319

Abstract

Highlights: The competencies needed for hospitality managers in the 2020s are explored. Both frontline and director level managers leadership competencies are prioritized. Implications for hospitality educations and organizations are discussed. 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.