Journal of Hospitality and Tourism Management Essay -- Tourism Hospita

The need for high-quality leaders in the hospitality industry has been readily recognised and is seen as critical to the long-term well-being of the industry. In recent years, the industry has undergone something of a sea change in its gender composition, with increasing numbers of females graduating from hospitality and tourism management courses. This suggests that the gender composition of managerial ranks is likely to change in the medium term, with concurrent changes in the typical leadership style valued in the industry. This article seeks to explore and quantify the differences in gender-based perceptions of leadership styles and outcomes in the hospitality industry. Using the Multifactor Leadership Questionnaire (MLQ; Bass & Avelio, 1995), a well-established self-administered instrument, the researchers used a "snowballing" technique to recruit a self-selected sample of 264 hospitality employees. These employees work in a variety of sectors in the hospitality industry, includ ing large international-style hotels, small franchised motels, food and beverage operations and contract catering, and at levels ranging from junior staff to senior property and site managers. The data indicated that despite their similarities, there were a number of subtle but significant differences between males and females in terms of the behaviours used and the extent to which various behaviours contributed to successful leadership outcomes, One potentially confounding result was the high emphasis placed upon the "contingent reward leadership style" by females and may be explained by the female's desire for clear, open and transparent communication. More generally, the differences between males and females were manifested in the form of the males placing greater emphasis on "confronting" and "sporting" leadership styles while the females placed greater emphasis on leadership styles which are built upon clear and concise communication and a greater focus on personal consideratio n for the team members. However, these subtle differences warrant further investigation--possibly using a more holistic approach-such as a 360 degree assessment or semi-structured interviews. ********** This study sought to explore and quantify the differences in gender-based perceptions of leadership styles and outcomes in the hospitality industry. Leadership studies in the hospitality industry ... ...use, R.J., & Shamir, B. (1993). Toward the integration of transformational, charismatic and visionary theories. Leadership theory and research perspectives and directions (pp. 81-107). New York: Academic Press. Howell, J.M., & Avolio, B. (1993). Transformational leadership, transactional leadership, locus of control and support for innovation. Key predictors of consolidated business unit performance. Journal of Applied Psychology, 78, 891-902. Manning, T.T. (2002). Gender, managerial level, transactional leadership and work satisfaction. Women in Management Review, 17(5), 207-216. Tejada, M.J., Scandura, T.A., & Pillai, R. (2001). The MLQ revisited. Psychometric properties and recommendations. The Leadership Quarterly, 12, 31-52. Tracey, J., & Hinkin, T.R. (1994). Transformational leaders in the hospitality industry. Cornell Hotel and Restaurant Administration Quarterly, 35(2), 18-24. Correspondence Paul Whitelaw, Senior Lecturer, School of Hospitality, Tourism and Marketing, Faculty of Business and Law, Victoria University, PO Box 14428, Melbourne, Vic 8001, Australia. Email: Paul.Whitelaw@vu.edu.au Paul Whitelaw and Romana Morda Victoria University, Australia