The Five Foundations of Leadership in Japan's Lodging Industry

This article discusses the results of pioneer research done by Michigan State University's School of Hotel, Restaurant and Institutional Management researchers, in cooperation with the Japanese Management Association, on the foundations of Japanese lodging industry leadership. While the results presented here simply represent the opinions of CEOs and presidents in Japan's lodging industry, the research offers an insight into leadership foundations and the results provide a guide for developing leadership skills in those who aspire to be future leaders in Japan’s lodging industry

Venus and Leadership: Women Hospitality Leaders

The authors report on a survey of 234 women executives in the hospitality industry using factor analysis to discover the seven underlying dimensions of women leaders: perseverance, trust, inner values, responsibility, stewardship, communication, and vision.

A Model for Costing Absenteeism in Hotels

While absenteeism models have been developed and applied in the manufacturing industries, little work has been done on absenteeism in service industries. Due to the labor intensity of service industries, specifically the hotel industry, a model to track and quantify the costs of absenteeism could be useful to managers. The authors propose just such a model.

Leadership in the Lodging and Non-Commercial Food Service Industries

The qualities of vision, communication, trust, and perseverance are strongly identified by leaders in the lodging and food service businesses as characterizing effective leaders. The authors report on their research into essential qualities which mark the innovative industry leader.

The Five Essentials of Private Club Leadership

The authors examine underlying dimensions of private club leadership using principal components analysis. The data were collected between 1996 and 2003 from 702 club managers or club chief operating officers who are members of the Club Managers Association of America (CMAA). Five factors - innovation, vision, inner values, stewardship, and communication - were identified as essentials of private club leadership.

Club COO Leadership: A Comparative Study of Industry

A true leader continues the quest for personal knowledge. The quest is designed to better the leader's life, not necessarily the leader's livelihood. While change is a constant in the lives of club leaders, and some days the leader's vision and purpose change, the underlying ideas and convictions remain constant. Many leadership qualities must be present to be an effective leader. The author's survey club chief operating officers to elicit the characteristics and essential qualities of club leadership

The Emotional Intelligence of National Automatic Merchandising Association (NAMA) Vending and Coffee Services Industries Executives: A Pilot Study

The authors report the pilot study focused on identifying the emotional intelligence (El) of leaders in the automatic merchandising and coffee service industries. The data were collected from 39 executives, members of National Automatic Merchandising Association (NM), who attended 2005 Executive Development Program on the campus of Michigan State University. Three elements of EI- IN, OUT, RELATIONSHIP for these leaders are discussed.

Lean and Mean Do Not Equal Profitable and Hospitable

Lean and mean hospitality organizations are relevant today. The authors explore research findings from Leader-Member Exchange (LMX) studies, in general, and cite findings from the hospitality industry to make the case for lean and loving hospitality organizations.

Think Like An Owner: Identifying the Characteristics that Are Important for Ownership-like Thought in the Hospitality Industry

Companies want recruits who “think like an owner”; that is, managers who demonstrate entrepreneurial aptitude and skills, think on their feet, and possess good problem-solving abilities. This exploratory study sought to identify the characteristics important for ownership-like thought in the hospitality industry. A questionnaire based on a review of entrepreneurship literature drew responses from 182 hotel and restaurant industry operators, executives, and owners. Results suggested six factors or characteristics that lead to ownership-like thought or behavior.