Leadership
HRT 383
Thanks to:
Robert H. Woods and Judy Z. King, coauthors 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
Change & The J-Curve
What is a J-Curve?
What is changing rapidly today?
Why?
What affect does this have on
managers and leaders?
Major Areas of Change for Us
Changes in management information
systems (MIS)
Changes in business conditions
Changes in guests’ expectations
(Woods & King, 1996)
Common Changes
Flatter organizations
Redistribution of power and
responsibility
Move of decision making (problem
solving) to the lowest possible level
(Woods & King, 1996)
Results of These Changes
For managers and leaders, these
changes have redefined:
Roles
Responsibilities
Competencies
And change will continue….
For You
“Getting a management job today
and keeping it tomorrow
requires a willingness to change”
on your part…
Woods & King, 1996
Traditional Management Styles
High
Democratic
????
Bureaucratic
Autocratic
Concern
for People
Low
Low
High
Concern For Results
(Woods & King, 1996)
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
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”
Management vs. Leadership
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
Leadership Myths
Bennis & Goldman
Born, not made
Manipulate
Charismatic
Rare skill
Control and prod
Only at the top
ALL MYTHS!
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.”
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.”
Factors of Leadership
John Kotter
Leaders understand
the concepts of:






Capacity
Achievement
Responsibility
Participation
Status
Situation
Effective Leader Behavior - 1
Peter 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
Effective Leader Behavior - 2
Peter Drucker
Not afraid of strength in their associates
Intolerant in the area performance,
standards, and values
Submit themselves to the “mirror” test –
seeks authenticity
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
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
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”
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”
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”
Three Important Factors
Woods & 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
What Can You Do? - 1
Work on the three factors, but in the
order given
Personal Background
Knowledge
 Skills
 Feelings → Attitudes → Behaviors
 Personality
 Experiences

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

From James O’Toole
“We will never be able to find
the perfect leader.
All are flawed because
all are like us.”