2. a. Overview of traditional leadership styles in hospitality

Transactional leadership in the context of hospitality is defined by an exchange-based, relationship between leaders and their followers, aimed at achieving specific objectives. This style relies on a system of rewards and penalties to motivate employee performance, as outlined by McCleskey (2014) and further elaborated by Badr and Hussein (2021). In this framework, there is minimal emphasis on collective decision-making or deep engagement, focusing instead on direct bargaining or transactions that can be economic, political, or psychological in nature. The dynamics of transactional leadership are characterized by mutual dependence between leaders and followers, where influence flows both ways.

The core aspects of transactional leadership include contingent rewards, where employees are incentivized based on meeting predefined standards or goals; management by exception, which focuses on corrective action and intervention only when necessary; and a leadership approach that is fundamentally disengaged or hands-off, except in the management of rewards and penalties. This leadership style builds its foundation on the principle that rewarding followers for desired performance leads to higher achievement, whereas penalties are applied for failures to meet set expectations.

Bernard M. Bass’s research shows that transformational leadership is all about leading with values that inspire and earn the admiration and trust of team members. This leadership style is about setting big goals in the hospitality industry and helping employees grow their talents and express themselves. In other words, it’s about leaders putting the team’s goals ahead of their own and encouraging everyone to bring new ideas to the table (Bass, 1985; Yılmaz, 2011).

Such leaders motivate their teams to go the extra mile, transforming their attitudes and values in the process. They do this by acting as role models, motivating their teams, challenging them to think differently, and paying attention to each team member’s needs and growth (Rabiul, 2021; Badr and Hussein, 2021). According to scholars like McCleskey (2014) and Spitzbart (2013), transformational leadership includes four main traits: being a role model that others want to follow, having the ability to motivate and inspire one’s team, encouraging creative thinking, and giving personalized support to each team member.

This leadership approach not only helps everyone work towards the same goals but also creates a positive and innovative work environment where employees feel valued and motivated.

Charismatic leadership is a concept Max Weber, a renowned sociologist, introduced. He described it as leadership based on unique, almost magical abilities, allowing leaders to inspire and gain deep trust from their followers, rather than relying on traditional or official power (Saylı and Baytok, 2014). Charismatic leaders are known for their strong personal influence, ability to navigate through crises with innovative solutions, and for earning their followers’ admiration due to their exceptional skills (Okçu, 2011).

Weber’s idea of charismatic leadership includes several key features such as having remarkable personal abilities, succeeding in resolving social crises, creating innovative solutions during tough times, winning followers’ appreciation, and possessing extraordinary talents. These leaders are often viewed by their followers as almost superhuman yet approachable, earning respect and adoration to the point where followers might see them as heroic figures (Özyılmaz and Ölçer, 2008).

However, this intense admiration can lead to a dependency, where followers might struggle to critically assess the leader’s actions. Charismatic leaders typically emerge in extraordinary circumstances when there’s a strong need for someone to guide people out of a crisis. Their standout qualities include high self-confidence, the power to influence, a willingness to take risks, attentiveness to followers’ desires, and seeing themselves as a true representative of the group’s interests.

Strategic leadership has become increasingly important in the hotel industry alongside the rise of strategic management. This approach to leadership, first identified by Hambrick and Mason in 1980, focuses on top management’s role in guiding organizations towards their future goals (Yılmaz, 2011). Strategic leadership involves the ability to anticipate future trends, set clear visions, and adapt to changing environments to initiate strategic shifts, as each company employs unique strategies (Badr and Hussein, 2021).

Unlike other leadership styles, strategic leadership is unique because it primarily concerns top managers and their focus on strategic over routine tasks. It requires advanced conceptual skills, making it essential for senior hotel managers. A key aspect of strategic leadership is maintaining confidentiality around strategies to preserve their effectiveness. Thus, strategic leadership is crucial in the hospitality sector, where strategic decision making, effective communication, leadership, risk-taking, understanding team dynamics, and analysing both internal strengths and external opportunities and threats are vital (Saylı and Baytok, 2014).

Strategic leaders are expected to possess several critical attributes, including visionary foresight, flexibility, the ability to manage uncertainty, empowering employees, and influencing others positively. They should also be adept at managing teams, building stakeholder relationships, continuously reflecting on and improving their values and skills, and making courageous decisions in response to environmental changes (Ülgen and Mirze, 2007).

It can thus be inferred that strategic leadership offers a competitive edge in the hotel industry by ensuring the effective and efficient management of activities, considering technological advancements and environmental shifts. This leadership approach is based on guiding the organization towards long term success by anticipating future challenges and opportunities, having a compelling vision, and setting the foundations for an organizational culture that embraces changes and innovation.

Servant leadership is a concept introduced by Robert Greenleaf in the early 1970s, focusing on the idea that a leader’s main job is to serve their followers. This approach to leadership is all about putting the needs and well-being of followers first, rather than seeking personal gain, power, or recognition (Koçel, 2015). Leaders who adopt this style work by paying close attention to what their team members need and want, ensuring their decisions benefit the team (Daswati et al., 2021).

Such leaders prioritize the personal growth and welfare of their employees, guiding their actions by a strong sense of moral integrity. They may often grant autonomy to their team by involving them in decision-making processes, creating an environment where everyone feels valued and heard (Rabiul, 2021). The essence of servant leadership comes from an internal motivation to help others, inspired by values of altruism and community care.

The key characteristics that define a servant leader include being a good listener, showing empathy, promoting team improvement, understanding the team’s surroundings, using persuasion rather than authority, exercising foresight, thinking big picture (conceptualizing), taking responsibility, and having a strong commitment to the well-being of society as well as the team (Saylı and Baytok, 2014; Bowman, 2021).

Overall, exploring traditional leadership styles in hospitality helps managers understand the strengths and limitations of their current approaches. By recognizing these varied leadership methods, from transactional to servant leadership, hospitality managers can better prepare for adopting innovative strategies.