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- Title
LEADERSHIP COMPETENCIES AND BUSINESS PERFORMANCE IN THE HOTEL INDUSTRY.
- Authors
KWIOTKOWSKA, Anna; GĘBCZYŃSKA, Magdalena
- Abstract
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.
- Subjects
POLAND; ORGANIZATIONAL performance; LIFE skills; LEADERSHIP training; HOTELKEEPERS; LEADERSHIP; COMPARATIVE method; HOTEL management
- Publication
Scientific Papers of Silesian University of Technology. Organization & Management / Zeszyty Naukowe Politechniki Slaskiej. Seria Organizacji i Zarzadzanie, 2023, Issue 189, p351
- ISSN
1641-3466
- Publication type
Article
- DOI
10.29119/1641-3466.2023.189.22