Leadership Strategies at Hilton During Crisis Case Study

Introduction: Analyzing Management Theories in the Hospitality Sector

Performance in companies necessitates good managerial and leadership qualities, especially within the field of hospitality. Standard management theories, current managerial positions and methods, supervisory as well as managerial competencies and managing change in the hospitality industry have been covered in this study. These aspects have significance for the durability and efficacy of a company since they decide its processes of wellness, change, and development. For this report, Hilton has been selected which offers luxurious accommodation services to the customers and makes their vacation experience memorable. This case study report will provide deeper insight into classical management theories and models related to change management and leadership.

LO1: The Impact of Leadership and Management Styles on Hilton’s Business Recovery and Growth

Reviewing the different classical Management theories about the hospitality industry

Frederick Taylor's strategy lays an immense value on the careful training of staff members and the statistical assigning of employment. Managers at Hilton may utilise logical leadership to improve the efficacy of processes such as check-in/check-out, cleaning and dining services. By making better use of the present staff, simplifying those responsibilities could potentially solve shortages in labour. Management concepts of Henri Fayol, including uniformity of authority and vector chains, might prove helpful for Hilton's management. It can be achieved to determine and promptly resolve labour-related worries provided hierarchy and means of communication remain open to scrutiny (Frederick Taylor and Scientific Management, 2023). The bureaucratic model of Max Weber may direct Hilton's leadership when setting into effect standardised adheres and regulations.

In the restaurant and hotel sector, it is essential to maintain unchanged high standards of service, thus this could be very useful. The study by Elton Mayo emphasises how crucial it is to understand the desires and motives of workers. By emphasising satisfaction among workers, providing advantageous benefits and creating an inviting work atmosphere to draw in and keep ability, Hilton's leadership may tackle shortages in labour. Hilton could put the concept into effect by modifying management strategies and procedures according to different labour shortage limitations. The hospitality sector is extremely changeable. Managers ought to be adaptive and prepared for changing circumstances in the market. Hilton's management may apply transformational management to overcome the challenge of an approaching labour shortage by enticing and inspiring employees to go further than their duties of obligations, creating their feelings of dedication and allegiance even in difficult circumstances.

Explaining the roles of a leader and different leadership styles applicable during the pandemic

At Hilton, supervisors of emergencies needed to be competent. They were the ones in control of reacting rapidly in response to the shift in events. This included putting into effect safety and security procedures, regulating the supply chain problems, as well as reacting rapidly to feedback from customers. It proved essential for people to interact efficiently throughout the worldwide epidemic. Leadership at Hilton is essential in educating employees about security precautions, operations adjustments and regular reports on the current scenario (Bartsch, et. al, 2020). Employees' and worries decreased because of honest and forthright communications. The company requires its leaders to promote creativity and adaptability. To minimise physical contact, Hilton Hotels, for instance, established cashless check-in/check-out and virtual keypads for rooms. Leaders challenged workers to consider creative approaches for meeting clients' constantly changing requirements.

Leadership styles

• Transformation leadership: Throughout the worldwide epidemic, Hilton's administration encouraged their employees to adjust and achieve (Talent development at Hilton Worldwide, 2023). By promoting the common objective of accomplishing challenges and attaining perfection in hospitality, they encouraged groups.
• Servant leadership: By putting the requirements of guests and employees first during a time of trouble, Hilton's leaders demonstrated sympathy and servant leadership. By providing a great example, individuals showed their dedication towards the surrounding area of Hilton.
• Democratic leadership: While making essential choices, leaders spoke with workers and management. This approach ensures that individuals who were directly impacted by the pandemic had an interest in the way the outbreak was addressed.

Identifying how leadership styles can influence business recovery within Hilton

The establishment of revolutionary leadership by Hilton might lead to a revival of the organization's fortunes. Managers inspire their workers to welcome creativity and transformation, something that's essential in an atmosphere following a pandemic. Innovative managers energise the team, enhancing efficiency and consumer satisfaction through establishing a common objective of healing and quality in client service. Healing could gain from commercial management's focus on the defined encourages and objectives. This method might be employed by Hilton leaders to set objectives for achievement and reward those employees who accomplish these. This approach may motivate personnel to deliver constant quality service and meet recuperation goals. Servant leadership is crucial in the framework of company turnaround. Leadership at Hilton which places individuals foremost may promote an excellent working atmosphere that increases productivity as well as morale between colleagues (Torfing, Sørensen and Røiseland, 2019). Satisfaction among workers enhances the probability that the staff can provide outstanding service, thus hurrying the healing phase. Employee involvement with recuperation strategy choices may prove highly effective. To help ensure that rehabilitation strategies are informed and backed by every member of the staff, Hilton's management may ask for opinions from every department and level of the business. The personnel's emotions of responsibility and commitment are promoted by this interactive methodology.

Comparing & contrasting leadership styles and how they can influence recovery of the Labour shortage in Hilton

Transformation leadership

• Advantage: By encouraging workers to push themselves beyond what is required, transformational leaders may nurture commitment and commitment. Better percentages of retained and enthusiastic workers who're prepared to fill labour shortages willingly might happen in Hilton.
• Disadvantage: Although leadership that transforms may prove to be extremely successful in the future, it may not be able to tackle labour shortages as soon as possible. It relies on gradually building an effective organisational atmosphere.

Servant leadership

• Advantage: Specific standards are established in addition to rewards for keeping them, by leaders in transactions (Guzeller and Celiker, 2020). This could result in immediate improvements in employee efficiency at Hilton which could accelerate the reduction of shortages in labour.
• Disadvantage: Excessively depending on transactional managerial style can end up in a restrictive place of employment that could eventually impact staff morale and creative thinking.

Democratic leadership

• Advantage: Servant leaders put their staff's welfare initially, fostering an encouraging atmosphere in the workplace. It could enhance worker satisfaction at Hilton and cut lower attrition amid a labour shortage.
• Disadvantage: It could be challenging to arrive at choices fast when there’s a shortage of labour owing to the importance that is provided to worker needs.

Analysing management and leadership styles in a specific service sector organization about organisational structure and culture

• Organization structure: Corporate managers at Hilton typically show transforming managerial characteristics at their most senior ranks. They developed the company's objectives and principles, inspiring hundreds of employees around the globe to provide exceptional experiences for guests. This management approach is consistent given Hilton's commitment to excellence and innovation. Whichever are circumstances, hotel executive managers of each Hilton location frequently mix various perspectives on leadership. While implementing a transformational approach to motivate workers and create an enduring guest-centric civilization, they can utilise elements of transactional leadership to keep up effortless daily operations.
• Organization culture: Everyone who works at Hilton receives instruction on the value of ensuring the complete happiness of customers (Yücel, 2021). Servant leadership, which emphasises the requirements of visitors before all else, promotes this environment. Hilton encourages the staff employees' innovative thinking and imagination. To involve teams in making choices and generating imaginative concepts, management typically embraces a democratic management approach.

Evaluating the  organisation’s current recovery strategies and leadership style at Hilton

• Recovery strategy: To keep qualified staff members, Hilton has devised retention-focused methods. Incentives which include bonuses for signing as well as retention incentives have been implemented to encourage staff to remain with the business in question. Hilton acknowledged the importance of adaptive workers (Garikipati and Kambhampati, 2021). They've got staff that have undergone cross-learning in an assortment of domains, enabling companies to efficiently fill labour deficiencies when required. In one example, during periods of congestion, a person working at the front desk could have been instructed to assist with meal delivery.
• Leadership style: Transformation leadership- Management at Hilton invites employees to endorse their company's recuperation strategy. They provided an easy and encouraging path for their future while emphasising the important nature of how they contribute to the process of recuperation.
• Servant leadership: The management team of Hilton displayed empathy and concern for their staff through difficult periods. They have made staff wellness the highest priority, offered support for mental well-being, and developed a feeling of belonging inside the business.

LO2: Evaluating the Evolution of Management and Leadership Skills in the Service Sector

Assessing current management and leadership ‘hard’ and ‘soft’ skills providing evidence from specific service sector examples

• Hard skill: The Hilton Company displays exceptional accounting skills. They develop information-driven decisions, analyse economic information, and handle expenditures successfully. As observed by the ever-changing pricing strategies utilised throughout periods of high demand, companies could, for example, improve pricing tactics for the greatest revenue. The daily complexities of the hotel and hospitality industries are completely comprehended by Hilton's management. They efficiently handle everyday tasks, making sure the facilities remain neat and that the delivery of facilities runs properly. The leadership staff of Hilton utilises technologies to make processes more effective. To enhance the guest's knowledge, they employ the utilisation of property administration systems as well as information analytics. Hilton's utilisation of keyless entrance and smartphone registers, for instance, provides a perfect example of the company's innovative technological methodology.
• Soft Skill: The hospitality industry relies significantly on efficient communication. The verbal and written abilities of Hilton's managers are outstanding. They promote honest interaction among the employees, pay attention to consumer input from the user, and deal with difficulties with understanding (Garikipati and Kambhampati, 2021). The Hilton encourages values based on collaboration and cooperation. The managers are outstanding at engaging organisations and generating an awareness of value and mission inside their staff members. They provide a benchmark for staff members and foster cooperation. The ability to adapt is crucial in an ever-changing sector like hospitality. The leadership team of Hilton demonstrates flexibility in dealing with changing circumstances in the market and unforeseen challenges including the COVID-19 epidemic.

Discussing future management as well as leadership skills required by the service sector and how these can be achieved

• Future management and leadership skills required by the service sector: Understanding digital technologies is going to be important as technologies proceed to impact the business of service. For enhanced experiences for guests, statistical analysis, and successful processes, managers need to be informed of and make the most of technological advances. Next-generation leaders have to succeed at managing crises because of the unpredictable character of incidents like global epidemics, disasters caused by climate change, or political obstacles. They need to be competent in risk evaluation, preparation for emergencies, and rapid making choices. The hospitality business is increasingly concentrating on environmentalism. Leaders need to be conscious about their environmental and social duties, adopt environmentally conscious procedures, and promote environmentally friendly growth Management demands an international view in an international environment that is growing increasingly interrelated. It is essential to comprehend numerous cultures, spoken languages, and business complexities when trying to expand and sustain international operations. Great service to clients along with leading a group with different backgrounds both demand a high level of emotional intelligence (EQ). Candidates for leadership ought to be skilled in developing connections, handling disputes, and compassion.
• For future achievement: Hilton may invest efforts in ongoing education and training activities that assist workers in developing their abilities. Members of the team can remain updated by completing courses via the Internet, conducting seminars, and obtaining certificates. Hilton can set up programmes of mentoring wherein seasoned managers teach up-and-coming talent (Novak, Breznik and Natek, 2020). Individuals can improve their leadership abilities as well as particular skills through the help of sessions of coaching. Individuals' flexibility and interconnected comprehension are enhanced because they have the opportunity to collaborate beyond divisions and tasks. Giving employees the opportunity of working internationally could assist them create an international outlook and gain an improved understanding of other nations.

Discussing the importance of Establishing a Labour market Recovery Plan and the leadership skills required

• Importance of labour market recovery plan: An organised plan enables Hilton's resilience to unforeseen circumstances like outbreaks of disease. It provides an organised strategy to reduce the impact on the company's operations and staffing. A recovery plan emphasises drawing in and retaining talented workers by providing comparable pay, benefits, and opportunities for advancement in their careers. It's essential in an industry wherein experienced and skilled employees are in plentiful supply. The implementation of environmentally friendly tourism adheres to displays to guests Hilton's commitment regarding their safety and wellness. For the travel tourism and hotel industries to come back, this trust is necessary.
• Required leadership skills: Leadership ought to be prepared to plan effectively and develop decisions for the future. They ought to arrange steps to recover before the onset of a potential troubled times. Quick adjustment to changes in circumstances is vital for managing crises. Leadership must be adaptable and receptive to cutting-edge concepts including environmentally friendly tourist techniques. In moments of trouble, communicating effectively is important. To assure employees as well as guests of Hilton's commitment to security and recuperation, managers need to be adept at presenting data effectively between the two groups. Leadership ought to demonstrate sympathy for their workers who have to cope with unpredictability and challenges. This improves confidence and assists build trust. Managers who recognise the significance of responsibility for society and the environment are essential for environmentally friendly tourist practices. They're supposed to lead initiatives related to sustainability throughout the whole organisation.

Critically analysing how specific management skills have been influenced and changed by internal and external factors in a selected service industry organization.

Specific managerial abilities have been significantly and extensively impacted and transformed by numerous internal and external circumstances in the example of Hilton, a well-known service sector organisation.

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• Internal factors: The skills of management have altered as an outcome of Hilton's transformation to a broader, more dispersed organisational design. Due to the increasing freedom and accountability, middle-level executives nowadays are required to have enhanced analytical and problem-solving skills. The concentration on digital transformation within Hilton has altered methods of management. To arrive at smart judgements and enhance activities, executives currently have to be both proficient with technology and proficient with data analysis.
• External factors: The service sector was significantly affected by the COVID-19 pandemic. At the time of the worldwide epidemic, risk assessment, reducing expenses, and recovery preparation hadn't been as widespread, consequently, Hilton's leadership needed to rapidly adjust to these new skills. Hilton's style of leadership has been affected by developments that have shifted customer pReferences towards ecological and seamless encounters. Leadership currently need to focus on ethical business practises and the incorporation of technological innovations into the supply of service. Because of Hilton's foreign growth, understanding of cultures and business expertise have become requirements for positions of management. Managers have to deal with a wide range of auction sites, appreciate the local regulations, and change promotional strategies as appropriate.

LO3: The Impact of Change Management on Leadership and Labour Market Recovery in the Service Industry

Comparing and contrasting different service industry oorganizations'Labour Market recovery plans and the leadership styles

Kotter's 8-Step Change Framework is well aligned with Hilton's Labour Markets Rehabilitation Programme and leadership philosophies, proving that it works to handle shortages of workers and encourage a culture of sustainability and adaptability in the customer service sector (Kotter’s 8-step Model of Change, 2023). Hilton formed a specialised team to supervise rehabilitation efforts after recognising the magnitude of the labour challenges throughout the worldwide epidemic. The management team at Hilton efficiently conveyed its recovery tactics, encouraged the employees, and celebrated earlier wins. It was marked by traits related to transforming, democratically elected and servant leadership. Through the ADARK model by highlighting the importance of this issue and its importance for wellness, Hilton's transformative management boosted awareness. This desire had been significantly driven by the total commitment of revolutionary administrators to achieving their recovery goal. Democratic leaders engaged employees when making choices to give them the knowledge they required to help the countries rebuild. By promoting and enabling employees to achieve their objectives, leadership that transformed increased the ability. With the implementation of payments and approval for achievement, transactional managers reinforced those desirable habits.

Analysing how change management affects management and leadership skills and styles highlighting the Post pandemic recovery Strategies

Management and leadership skills

• Adaptability: Leaders and managers need to be able to adapt better because of he outcome of change management. Being able to swiftly alter tactics, operations, and the distribution of resources will be essential throughout the recovery after the pandemic period.
• Effective Communication: Throughout the process of processes for change management, efficient communication becomes more and more important. To properly clarify the objectives, benefits, and demands of rehabilitation initiatives supervisors and managers have to improve their verbal and written abilities.
• The Making of Decisions: At times, change involves tough decisions. Management needs to improve the capacity to make choices so that they can assess dangers, evaluate choices, and choose the most appropriate plan to follow for recovery.

Management and leadership styles

• Transformation style: The necessity of transformational management grows during the period following the pandemic. Employees are motivated by their supervisors to adjust their behaviour and achieve despite healing. They develop a motivating mission, motivate groups, and encourage innovation to make sure the organisation not just recovers but also survives.
• Servant style: As organisations put a greater value on worker happiness all over recuperation, servant leadership become important. The needs of staff are given the greatest importance by managers, which additionally supply support, assets, and a safe working environment. The way it is done develops trust and loyalty, which are two characteristics that are crucial to a successful rehabilitation.

Critically evaluating how, in response to change, management and leadership skills of post-pandemic recovery of the labour market in the service sector have developed.

• Management skills: Hilton's following the pandemic administration puts an enormous value on humanity and the health of employees. Managers increasingly give their employees assistance and supplies to minimise anxieties and stress since they have become more mindful of their employees' mental and emotional wellness. Theories about leadership have undergone revision to render organisations more effective in directing transformation (Amiri, Rahima and Ahmed, 2020). Hilton's executives have become excellent at supporting groups with modifications, promoting an adaptive society, and encouraging employees to accept new work procedures.
• Leadership skills: Hilton after the epidemic administration put an enormous value on humanity and the well-being of those who work. Leaders increasingly give their employees assistance and assets to minimise anxieties and stress since they're more mindful of their teams' psychological and emotional wellness. Principles of leadership have undergone revision to render them more effective in leading transformation.

Conclusion

In concluding the report the comparison of conventional management concepts, current positions of leadership and behaviours, supervisory and managerial techniques, and approaches to change management shows the complex nature of managerial and leadership roles in the customer service business. Organisations need to modify conventional views, develop vital abilities, and adopt successful change administration if they're going to thrive in shifting circumstances.

reference

Books and journal

Al Amiri, N., Rahima, R. E. A. and Ahmed, G., 2020. Leadership styles and organizational knowledge management activities: A systematic review. Gadjah Mada International Journal of Business, 22(3), pp.250-275.

Bartsch, S., Weber, E., Büttgen, M. and Huber, A., 2020. Leadership matters in crisis-induced digital transformation: how to lead service employees effectively during the COVID-19 pandemic. Journal of Service Management, 32(1), pp.71-85.

Garikipati, S. and Kambhampati, U., 2021. Leading the fight against the pandemic: Does gender matter? Feminist Economics, 27(1-2), pp.401-418.

Guzeller, C. O. and Celiker, N., 2020. Examining the relationship between organizational commitment and turnover intention via a meta-analysis. International Journal of Culture, Tourism and Hospitality Research, 14(1), pp.102-120.

Novak, A., Breznik, K. and Natek, S., 2020. How leaders can initiate knowledge management in organizations: Role of leadership style in building knowledge infrastructure. Human Systems Management, 39(1), pp.37-50.

Torfing, J., Sørensen, E. and Røiseland, A., 2019. Transforming the public sector into an arena for co-creation: Barriers, drivers, benefits, and ways forward. Administration & Society, 51(5), pp.795-825.

Yücel, ?., 2021. Transformational leadership and turnover intentions: the mediating role of employee performance during the COVID-19 pandemic. Administrative Sciences, 11(3), p.81.

Online

Frederick Taylor and Scientific Management, 2023. Online. Accessed through: <https://www.mindtools.com/anx8725/frederick-taylor-and-scientific-management>Accessed on: 22/09/2023.

Kotter’s 88-stepModel of Change, 2023. Online. Accessed through: < https://www.managementstudyguide.com/kotters-8-step-model-of-change.htm > Accessed on: 22/09/2023.

Talent development at Hilton Worldwide, 2023. Online. Accessed through: <https://www.impactinternational.com/case-studies/hilton-worldwide>Accessed on: 22/09/2023.