Leading a successful hotel: A look at the general manager’s ability to utilize multiple leadership styles

Abstract

Abstract Using a case study format the researcher examines the leadership styles of three ultra-successful general managers (GMs) in select- and limited-service hotel environments. The study’s findings identify and characterize specific situations in which each GM was able to: 1) effectively utilize their primary leadership style and 2) intuitively shift to a non-prevalent style to accomplish a specific task. Applications of various aspects of leadership styles observed in the field were compared with the results of a formal leadership assessment. The cross-case analysis produced three dominant themes: 1) the GMs under study balanced the needs of their followers and guests; 2) while the GMs took three separate approaches to developing their followers, each built a cohesive management team with loyal employees; and 3) the GMs shifted leadership styles to help employees learn from their mistakes. Each GM utilized all aspects of their primary leadership style while also employing secondary styles when needed.