leadershp in hotels
TRANSCRIPT
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Chapter 1
Leadership has been described as a process of social influence in which
one person can enlist the aid and support of others in the accomplishment of a
common task". Other in-depth definitions of leadership have also emerged.
Theories
Leadership is "organizing a group of people to achieve a common goal". The
leader may or may not have any formal authority. Students of leadership have
produced theories involving traits, situational interaction, function, behavior,
power, vision and values, charisma, and intelligence, among others. Somebody
whom people follow: somebody who guides or directs others.
Early western history
The search for the characteristics or traits of leaders has been ongoing for
centuries. History's greatest philosophical writings from Plato's Republic to
Plutarch's Lives have explored the question "What qualities distinguish an
individual as a leader?" Underlying this search was the early recognition of the
importance of leadership and the assumption that leadership is rooted in the
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characteristics that certain individuals possess. This idea that leadership is based on
individual attributes is known as the "trait theory of leadership".
The trait theory was explored at length in a number of works in the 19th
century. Most notable are the writings of Thomas Carlyle and Francis Galton,
whose works have prompted decades of research. In Heroes and Hero Worship
(1841), Carlyle identified the talents, skills, and physical characteristics of men
who rose to power. In Galton's Hereditary Genius (1869), he examined leadership
qualities in the families of powerful men. After showing that the numbers of
eminent relatives dropped off when moving from first degree to second degree
relatives, Galton concluded that leadership was inherited. In other words, leaders
were born, not developed. Both of these notable works lent great initial support for
the notion that leadership is rooted in characteristics of the leader.
Rise of alternative theories
In the late 1940s and early 1950s, however, a series of qualitative reviews of
these studies (e.g., Bird, 1940; Stogdill, 1948; Mann, 1959) prompted researchers
to take a drastically different view of the driving forces behind leadership. In
reviewing the extant literature, Stogdill and Mann found that while some traits
were common across a number of studies, the overall evidence suggested that
persons who are leaders in one situation may not necessarily be leaders in other
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situations. Subsequently, leadership was no longer characterized as an enduring
individual trait, as situational approaches (see alternative leadership theories
below) posited that individuals can be effective in certain situations, but not others.
This approach dominated much of the leadership theory and research for the next
few decades.
Reemergence of trait theory
New methods and measurements were developed after these influential
reviews that would ultimately reestablish the trait theory as a viable approach to
the study of leadership. For example, improvements in researchers' use of the
round robin research design methodology allowed researchers to see that
individuals can and do emerge as leaders across a variety of situations and tasks.
Additionally, during the 1980s statistical advances allowed researchers to conduct
meta-analyses, in which they could quantitatively analyze and summarize the
findings from a wide array of studies. This advent allowed trait theorists to create a
comprehensive picture of previous leadership research rather than rely on the
qualitative reviews of the past. Equipped with new methods, leadership researchers
revealed the following:
Individuals can and do emerge as leaders across a variety of situations
and tasks.
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Significant relationships exist between leadership and such individual
traits as:
intelligence
adjustment
extraversion
conscientiousness
openness to experience
general self-efficacy
While the trait theory of leadership has certainly regained popularity, its
reemergence has not been accompanied by a corresponding increase in
sophisticated conceptual frameworks.
Specifically, Zaccaro (2007) noted that trait theories still:
1. focus on a small set of individual attributes such as Big Five
personality traits, to the neglect of cognitive abilities, motives, values, social skills,
expertise, and problem-solving skills;
2. fail to consider patterns or integrations of multiple attributes;
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3. do not distinguish between those leader attributes that are generally
not malleable over time and those that are shaped by, and bound to, situational
influences;
4. do not consider how stable leader attributes account for the behavioral
diversity necessary for effective leadership.
Attribute pattern approach
Considering the criticisms of the trait theory outlined above, several
researchers have begun to adopt a different perspective of leader individual
differencesthe leader attribute pattern approach. In contrast to the traditional
approach, the leader attribute pattern approach is based on theorists' arguments that
the influence of individual characteristics on outcomes is best understood by
considering the person as an integrated totality rather than a summation of
individual variables. In other words, the leader attribute pattern approach argues
that integrated constellations or combinations of individual differences may
explain substantial variance in both leader emergence and leader effectiveness
beyond that explained by single attributes, or by additive combinations of multiple
attributes.
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Behavioral and style theories
In response to the early criticisms of the trait approach, theorists began to
research leadership as a set of behaviors, evaluating the behavior of successful
leaders, determining a behavior taxonomy, and identifying broad leadership styles.
David McClelland, for example, posited that leadership takes a strong personality
with a well-developed positive ego. To lead, self-confidence and high self-esteem
are useful, perhaps even essential.
A graphical representation of the managerial grid model
Kurt Lewin, Ronald Lipitt, and Ralph White developed in 1939 the seminal
work on the influence of leadership styles and performance. The researchers
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evaluated the performance of groups of eleven-year-old boys under different types
of work climate. In each, the leader exercised his influence regarding the type of
group decision making, praise and criticism (feedback), and the management of the
group tasks (project management) according to three styles: authoritarian,
democratic, and laissez-faire.
The managerial grid model is also based on a behavioral theory. The model
was developed by Robert Blake and Jane Mouton in 1964 and suggests five
different leadership styles, based on the leaders' concern for people and their
concern for goal achievement.
Positive reinforcement
B.F. Skinner is the father of behavior modification and developed the
concept of positive reinforcement. Positive reinforcement occurs when a positive
stimulus is presented in response to a behavior, increasing the likelihood of that
behavior in the future. The following is an example of how positive reinforcement
can be used in a business setting. Assume praise is a positive reinforcer for a
particular employee. This employee does not show up to work on time every day.
The manager of this employee decides to praise the employee for showing up on
time every day the employee actually shows up to work on time. As a result, the
employee comes to work on time more often because the employee likes to be
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praised. In this example, praise (the stimulus) is a positive reinforcer for this
employee because the employee arrives at work on time (the behavior) more
frequently after being praised for showing up to work on time.
The use of positive reinforcement is a successful and growing technique
used by leaders to motivate and attain desired behaviors from subordinates.
Organizations such as Frito-Lay, 3M, Goodrich, Michigan Bell, and Emery Air
Freight have all used reinforcement to increase productivity. Empirical research
covering the last 20 years suggests that reinforcement theory has a 17 percent
increase in performance. Additionally, many reinforcement techniques such as the
use of praise are inexpensive, providing higher performance for lower costs.
Situational and contingency theories
Situational theory also appeared as a reaction to the trait theory of
leadership. Social scientists argued that history was more than the result of
intervention of great men as Carlyle suggested. Herbert Spencer (1884) (and Karl
Marx) said that the times produce the person and not the other way around. This
theory assumes that different situations call for different characteristics; according
to this group of theories, no single optimal psychographic profile of a leader exists.
According to the theory, "what an individual actually does when acting as a leader
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is in large part dependent upon characteristics of the situation in which he
functions."
Some theorists started to synthesize the trait and situational approaches.
Building upon the research of Lewin et al., academics began to normalize the
descriptive models of leadership climates, defining three leadership styles and
identifying which situations each style works better in. The authoritarian leadership
style, for example, is approved in periods of crisis but fails to win the "hearts and
minds" of followers in day-to-day management; the democratic leadership style is
more adequate in situations that require consensus building; finally, the laissez-
faire leadership style is appreciated for the degree of freedom it provides, but as the
leaders do not "take charge", they can be perceived as a failure in protracted or
thorny organizational problems. Thus, theorists defined the style of leadership as
contingent to the situation, which is sometimes classified as contingency theory.
Four contingency leadership theories appear more prominently in recent years:
Fiedler contingency model, Vroom-Yetton decision model, the path-goal theory,
and the Hersey-Blanchard situational theory.
The Fiedler contingency model bases the leader's effectiveness on what Fred
Fiedler called situational contingency. This results from the interaction of
leadership style and situational favorability (later called situational control). The
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theory defined two types of leader: those who tend to accomplish the task by
developing good relationships with the group (relationship-oriented), and those
who have as their prime concern carrying out the task itself (task-oriented).
According to Fiedler, there is no ideal leader. Both task-oriented and relationship-
oriented leaders can be effective if their leadership orientation fits the situation.
When there is a good leader-member relation, a highly structured task, and high
leader position power, the situation is considered a "favorable situation". Fiedler
found that task-oriented leaders are more effective in extremely favorable or
unfavorable situations, whereas relationship-oriented leaders perform best in
situations with intermediate favorability.
Victor Vroom, in collaboration with Phillip Yetton (1973) and later with
Arthur Jago (1988), developed a taxonomy for describing leadership situations,
which was used in a normative decision model where leadership styles were
connected to situational variables, defining which approach was more suitable to
which situation. This approach was novel because it supported the idea that the
same manager could rely on different group decision making approaches
depending on the attributes of each situation. This model was later referred to as
situational contingency theory.
Varieties of individual power
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According to Patrick J. Montana and Bruce H. Charnov, the ability to attain
these unique powers is what enables leadership to influence subordinates and peers
by controlling organizational resources. The successful leader effectively uses
these powers to influence employees, and it is important for leaders to understand
the uses of power to strengthen their leadership.
The authors distinguish the following types of organizational power:
Legitimate Power refers to the different types of professional
positions within an organization structure that inherit such power (e.g. Manager,
Vice President, Director, Supervisor, etc.). These levels of power correspond to the
hierarchical executive levels within the organization itself. The higher positions,
such as president of the company, have higher power than the rest of the
professional positions in the hierarchical executive levels.
Reward Power is the power given to managers that attain
administrative power over a range of rewards (such as raises and promotions).
Employees who work for managers desire the reward from the manager and will be
influenced by receiving it as a result of work performance.
Coercive Power is the manager's ability to punish an employee.
Punishment can be mild, such as a suspension, or serious, such as termination.
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Expert Power is attained by the manager due to his or her own talents
such as skills, knowledge, abilities, or previous experience. A manager who has
this power within the organization may be a very valuable and important manager
in the company.
Charisma Power: a manager who has charisma will have a positive
influence on workers, and create the opportunity for interpersonal influence.
Referent Power is a power that is gained by association. A person
who has power by association is often referred to as an assistant or deputy.
Information Power is gained by a person who has possession of
important information at an important time when such information is needed to
organizational functioning.
Job satisfaction describes how happy an individual is with his or her job. The
happier people are within their job, the more satisfied they are said to be. Logic
would dictate that the most satisfied (happy) workers should be the best
performers and vice versa. This is called the "happy worker" hypothesis. However,
this hypothesis is not well supported, as job satisfaction is not the same as
motivation or aptitude, although they may be clearly linked. A primary influence
on job satisfaction is the application of Job design,which aims to enhance job
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satisfaction and performance using methods such as job rotation, job enlargement,
job enrichment and job re-engineering. Other influences on satisfaction include
management styles and culture, employee involvement, empowerment, and
autonomous work position. Job satisfaction is a very important attribute and is
frequently measured by organizations. The most common technique for
measurement is the use of rating scales where employees report their thoughts and
reactions to their jobs. Questions can relate to rates of pay, work responsibilities,
variety of tasks, promotional opportunities, the work itself, and co-workers. Some
examinations present yes-or-no questions while others ask to rate satisfaction using
a 1-to-5 scale, where 1 represents "not at all satisfied" and 5 represents "extremely
satisfied."
Definition
Job satisfaction can simply be defined as the feelings people have about their
jobs.It has been specifically defined as a pleasurable (or unpleasurable) emotional
state resulting from the appraisal of ones job, an affective reaction to ones job,
and an attitude towards ones job. These definitions suggest that job satisfaction
takes into account feelings, beliefs, and behaviors.
History
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One of the biggest preludes to the study of job satisfaction was the Hawthorne
studies. These studies (19241933), primarily credited to Elton Mayo of the
Harvard Business School, sought to find the effects of various conditions (most
notably illumination) on workers productivity. These studies ultimately showed
that novel changes in work conditions temporarily increase productivity (called the
Hawthorne Effect). It was later found that this increase resulted, not from the new
conditions, but from the knowledge of being observed. This finding provided
strong evidence that people work for purposes other than pay, which paved the
way for researchers to investigate other factors in job satisfaction.
Scientific management (aka Taylorism) also had a significant impact on the study
of job satisfaction. Frederick Winslow Taylors 1911 book, Principles of Scientific
Management, argued that there was a single best way to perform any given work
task. This book contributed to a change in industrial production philosophies,
causing a shift from skilled labor and piecework towards the more modern of
assembly lines and hourly wages. The initial use of scientific management by
industries greatly increased productivity because workers were forced to work at a
faster pace. However, workers became exhausted and dissatisfied, thus leaving
researchers with new questions to answer regarding job satisfaction. It should also
be noted that the work of W.L. Bryan, Walter Dill Scott, and Hugo Munsterberg
set the tone for Taylors work.
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Some argue that Maslows hierarchy of needs theory, a motivation theory, laid the
foundation for job satisfaction theory. This theory explains that people seek to
satisfy five specific needs in life physiological needs, safety needs, social needs,
self-esteem needs, and self-actualization. This model served as a good basis from
which early researchers could develop job satisfaction theories.
Job satisfaction can also be seen within the broader context of the range of issues
which affect an individual's experience of work, or their quality of working life.
Job satisfaction can be understood in terms of its relationships with other key
factors, such as general well-being, stress at work, control at work, home-work
interface, and working conditions.
Models of job satisfaction
Affect theory
Edwin A. Lockes Range of Affect Theory (1976) is arguably the most famous job
satisfaction model. The main premise of this theory is that satisfaction is
determined by a discrepancy between what one wants in a job and what one has in
a job. Further, the theory states that how much one values a given facet of work
(e.g. the degree of autonomy in a position) moderates how satisfied/dissatisfied one
becomes when expectations are/arent met. When a person values a particular facet
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of a job, his satisfaction is more greatly impacted both positively (when
expectations are met) and negatively (when expectations are not met), compared to
one who doesnt value that facet. To illustrate, if Employee A values autonomy in
the workplace and Employee B is indifferent about autonomy, then Employee A
would be more satisfied in a position that offers a high degree of autonomy and
less satisfied in a position with little or no autonomy compared to Employee B.
This theory also states that too much of a particular facet will produce stronger
feelings of dissatisfaction the more a worker values that facet.
Dispositional theory
Another well-known job satisfaction theory is the Dispositional Theory. It is a very
general theory that suggests that people have innate dispositions that cause them to
have tendencies toward a certain level of satisfaction, regardless of ones job. This
approach became a notable explanation of job satisfaction in light of evidence that
job satisfaction tends to be stable over time and across careers and jobs. Research
also indicates that identical twins have similar levels of job satisfaction.
A significant model that narrowed the scope of the Dispositional Theory was the
Core Self-evaluations Model, proposed by Timothy A. Judge, Edwin A. Locke,
and Cathy C. Durham in 1997.[5] Judge et al. argued that there are four Core Self-
evaluations that determine ones disposition towards job satisfaction: self-esteem,
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general self-efficacy, locus of control, and neuroticism. This model states that
higher levels of self-esteem (the value one places on his/her self) and general self-
efficacy (the belief in ones own competence) lead to higher work satisfaction.
Having an internal locus of control (believing one has control over her\his own
life, as opposed to outside forces having control) leads to higher job satisfaction.
Finally, lower levels of neuroticism lead to higher job satisfaction.
Opponent process theory
According to opponent process theory, emotional events, such as criticisms or
rewards, elicits two sets of processes. Primary processes give way to emotions that
are steady with the event in question. Events that seem negative in manner will
give rise to the feelings of stress or anxiety. Events that are positive give rise to the
feeling of content or relaxation. The other process is the opponent process, which
induces feelings that contradict the feelings in the primary processes. Events that
are negative give rise to feelings of relaxation while events that are positive give
rise to feelings of anxiety. A variety of explanations have been suggested to
explain the uniformity of mood or satisfaction. This theory shows that if you try to
enhance the mood of individual it will more likely fail in doing so. The opponent
process theory was formulated to explain these patterns of observations.
Equity theory
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Equity Theory shows how a person views fairness in regard to social relationships.
During a social exchange, a person identifies the amount of input gained from a
relationship compared to the output, as well as how much effort another persons
puts forth.Equity Theory suggests that if an individual thinks there is an inequality
between two social groups or individuals, the person is likely to be distressed
because the ratio between the input and the output are not equal.
For example, consider two employees who work the same job and receive the same
benefits. If one individual gets a pay raise for doing the same or less work than the
other, then the less benefited individual will become distressed in his workplace. If,
on the other hand, one individual gets a pay raise and new responsibilities, then the
feeling of inequality is reduced..
Discrepancy theory
The concept of self-discrepancy theory explains the ultimate source of anxiety and
dejection. An individual, who has not fulfilled his responsibility feels the sense of
anxiety and regret for not performing well, they will also feel dejection due to not
being able to achieve their hopes and aspirations. According to this theory, all
individuals will learn what their obligations and responsibilities for a particular
function, over a time period, and if they fail to fulfill those obligations then they
are punished. Over time, these duties and obligations consolidate to form an
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abstracted set of principles, designated as a self-guide. Agitation and anxiety are
the main responses when an individual fails to achieve the obligation or
responsibility. This theory also explains that if achievement of the obligations is
obtained then the reward can be praise, approval, or love. These achievements and
aspirations also form an abstracted set of principles, referred to as the ideal self
guide. When the individual fails to obtain these rewards, they begin to have
feelings of dejection, disappointment, or even depression.
Two-factor theory (motivator-hygiene theory)
Frederick Herzbergs Two-factor theory (also known as Motivator Hygiene
Theory) attempts to explain satisfaction and motivation in the workplace. This
theory states that satisfaction and dissatisfaction are driven by different factors
motivation and hygiene factors, respectively. An employees motivation to work is
continually related to job satisfaction of a subordinate. Motivation can be seen as
an inner force that drives individuals to attain personal and organizational goals
(Hoskinson, Porter, & Wrench, p. 133). Motivating factors are those aspects of the
job that make people want to perform, and provide people with satisfaction, for
example achievement in work, recognition, promotion opportunities. These
motivating factors are considered to be intrinsic to the job, or the work carried out.
Hygiene factors include aspects of the working environment such as pay, company
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policies, supervisory practices, and other working conditions.While Hertzberg's
model has stimulated much research, researchers have been unable to reliably
empirically prove the model, with Hackman & Oldham suggesting that Hertzberg's
original formulation of the model may have been a methodological artifact.
Furthermore, the theory does not consider individual differences, conversely
predicting all employees will react in an identical manner to changes in
motivating/hygiene factors. Finally, the model has been criticised in that it does not
specify how motivating/hygiene factors are to be measured.
Objective of the project
To study about the Luxury hotels at madurai
Leadership styles at thease hotles
To study about the job satisfaction of employees on behalf of leadership
CHAPTERISATION
The introduction chapter includes scope, objective, hypothesis, aim of the
study, which are all the ingredients of a research study. Second chapter lights on
the review of literature. Third Chapter describes deals with the Hotels in general
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and Madurai Luxury hotel detail . Fourth chapter gives a brief sketch about
leadership and jobsatisfaction in hotel In Fifth chapter processing, analysis and
interpretation of data is done. Seventh chapter is devoted to the summary and
conclusion, suggestions and recommendations. This research report will prove
helpful in the development of genuine future research studies on this subject.
METHODOLOGY
Sampling Technique
The sampling technique used is simple convenience sampling method. Informationis collected only from a representative part of the population; the method of
collection is called sampling. This is based on law of statistical regularity.
Sample Size
The total population of employees in Various Luxury hotels at Maduri Tamilnadu
Beach Orchid International is 150. Out of which the sample size taken is 100
Tools for data analysis
Questionnaire is the tool used for data analysis.
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