Leadership Competencies and Business Performance in the Hotel Industry

• Autorzy: Anna Kwiotkowska , Magdalena Gębczyńska
• Języki publikacji: EN

Abstrakty

EN

Purpose: The aim of this study is to investigate the relationship between hotel managers' leadership competencies, such as cognitive competencies, functional competencies, social competencies, and meta-competencies, and high hotel performance.

Design/methodology/approach: A qualitative comparative analysis using a fuzzy set (fs/QCA) was conducted, examining the configurations of leadership competencies that are associated with hotel performance. This method is suitable for analyzing the relationship between the outcome (i.e. hotel performance) and all possible combinations of potential causal conditions (i.e. cognitive, functional, social, and meta-competence of hotel CEOs).

Findings: The results reveal the existence of different configurations that lead to the desired performance outcomes. Each configuration combines two or three causal conditions - leadership competencies. Three solutions were found to explain how different leadership competencies of hotel CEOs configure the achievement of high hotel performance.

Practical implications: The existence of alternative configurations indicates that hotels may follow alternative paths to achieve high performance (as measured against competitors) in conjunction with the different combinations of leadership competencies of their top managers. Focusing on just one competence (i.e. cognitive, functional, social, and meta) is insufficient to achieve high performance. Each leadership competence must be analyzed in combination with at least one more to allow the hotel to achieve its performance objectives.

Originality/value: By examining hotels on the Baltic Sea coast in Poland this research contributes to understanding how the leadership competencies of hotel managers, such as cognitive, functional, social and meta-competencies combine and interact to build high hotel performance. Unlike quantitative estimation techniques, fs/QCA is not symmetric. Thanks to the use of fs/QCA, it was also checked which combinations of leadership competencies lead to low hotel performance. As research results indicate, low hotel performance is caused by a combination of low cognitive, functional and social competencies. Importantly, although hotel managers' social competencies are important for high hotel performance, they are irrelevant for low hotel performance. In conclusion, as indicated by the results of the conducted empirical research, the combination of high cognitive competencies and high social competencies is sufficient for high hotel performance. The same outcome is achieved with high functional, social, and meta- competencies or with high cognitive and functional competencies and low meta-competencies. No single condition is alone sufficient to guarantee high hotel performance. The existence of alternative configurations indicates that hotels may follow alternative paths to achieve high performance (as measured against competitors) in conjunction with the different combinations of leadership competencies of their top managers. Focusing on just one competence (i.e. cognitive, functional, social, and meta) is insufficient to achieve high performance. Each leadership competence must be analyzed in combination with at least one more to allow the hotel to achieve its performance objectives. Unlike quantitative estimation techniques, fs/QCA is not symmetric. Therefore, we studied which combinations of leadership competencies lead to low hotel performance. The combination of low cognitive, functional and social competencies is sufficient for low hotel performance. Notably, although the social competencies of hotel managers are important for achieving high hotel performance, they are not relevant for low hotel performance.(original abstract)

Słowa kluczowe

EN

Hotel industry; Leadership; Managerial competencies

PL

Hotelarstwo; Przywództwo; Kompetencje kierownicze

• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2023
• Numer: z. 189 Współczesne zarządzanie = Contemporary management
• Strony: 351--372

Twórcy

autor

Anna Kwiotkowska

• Silesian University of Technology, Poland

autor

Magdalena Gębczyńska

• Silesian University of Technology, Poland

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Identyfikatory

DOI

10.29119/1641-3466.2023.189.22