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Hospitality Administration and Management
University of Nevada, Las Vegas
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A Model Of Hospitality Leadership Competency For Frontline And Director-Level Managers: Which Competencies Matter More?, Cass Shum, Anthony Gatling, Stowe Shoemaker
A Model Of Hospitality Leadership Competency For Frontline And Director-Level Managers: Which Competencies Matter More?, Cass Shum, Anthony Gatling, Stowe Shoemaker
College of Hospitality Faculty Research
Competency models are useful tools for hospitality organizations and academic programs to identify skills and behaviors needed in the workforce. Using two studies, the present study provides an updated leadership competency model for frontline and director-level managers in the hospitality industry. In a pilot study, we updated the model of hospitality leadership competencies (in a list of 195 behaviors, grouped into 15 competencies comprising 44 skills) based on existing competency models and the opinions from 30 senior hospitality leaders. We further clustered these competencies into business leadership competencies, personal leadership competencies, and people leadership competencies. In the main study, we …
A Model Of Hospitality Leadership Competency For Frontline And Director-Level Managers: Which Competencies Are Matter More?, Cass Shum, Anthony Gatling, Stowe Shoemaker
A Model Of Hospitality Leadership Competency For Frontline And Director-Level Managers: Which Competencies Are Matter More?, Cass Shum, Anthony Gatling, Stowe Shoemaker
College of Hospitality Faculty Research
Competency models are useful tools for hospitality organizations and academic programs to identify skills and behaviors needed in the workforce. Using two studies, the present study provides an updated leadership competency model for frontline and director-level managers in the hospitality industry. In a pilot study, we updated the model of hospitality leadership competencies (in a list of 195 behaviors, grouped into 15 competencies comprising 44 skills) based on existing competency models and the opinions from 30 senior hospitality leaders. We further clustered these competencies into business leadership competencies, personal leadership competencies, and people leadership competencies. In the main study, we …