Current Leadership Style
The ability to manage a team competently and rationally and, at the same time, not to prevent employees from realizing their professional potential is the feature that characterizes talented leaders. In my practice, I follow a democratic style because I believe that any collective that works for the achievement of a common goal cannot depend on the opinion of only one person. In our team, we maintain a collegial decision-making process and take into account the points of view of all interested parties without exception.
This approach allows all the subordinates to count on mutual support and fulfill their immediate responsibilities without the fear of punishment or other negative consequences caused by temporary challenges. The democratic basis of management makes it possible to avoid conflicts and opens up prospects for self-initiative, which is a valuable feature.
It is essential to note that I do not give up my leadership powers and do not seek to shift the responsibility for decision-making to subordinates. I offer my personal positions and recommendations and try to turn my employees into allies even if the method of persuasion is required for this purpose. We discuss all the emerging ideas together, but the key responsibility of the leader, in this case, lies in controlling the fulfillment of obligations and coordinating subordinates’ activities.
This principle of management is approved among all our employees and serves as a valuable tool in maintaining a favorable microclimate. Conflicts in the workplace complicate the process of achieving goals and create obstacles to the realization of professional potential. Therefore, I promote the democratic idea of ​​leadership as a key approach to the organization of a cohesive and enterprising team.
Based on these provisions, such a style as servant leadership may be applied to my practice. According to DeConinck, Moss, and Deconinck (2018), “servant leaders view their role as developing followers’ responsibility and autonomy,” and comprehensive commitment to work is one of the key objectives (p. 38). The leader promoting such a model of personnel control focuses on the needs of colleagues and creates a sense of community within a team. I can incorporate such a leadership style into my personal practice since a democratic type has some similarities.
When interacting with subordinates, I would rely on the previously established contact because the concept of servant leadership implies trust and the absence of preconceived attitude. Also, I would strive to give priority to the needs of other people as opposed to personal benefits. To do this, one needs to be attentive to the personal experiences and worries of colleagues and notice any changes that occur in the team, including both positive and negative nuances. Perhaps the most important aspect of activity when following the model of servant leadership is responsibility. The absence of a clearly expressed authoritarian management position does not mean that a person in charge relinquishes supervisory powers. To achieve success, it is essential to ensure that personal development values ​​coincide with those promoted in the company.
Service Leadership Example
In the hospitality industry, customer relationship management is a significant aspect of professional practice, and maintaining an appropriate level of service is key to stable profits and market recognition. At the same time, various leadership styles may be applied depending on the preferences of executives and the situation in the team. Ling, Lin, and Wu (2016) give an example of Chinese hotel business schemes and point out that “hierarchical linear modeling” is the most common practice of working with staff and providing service (p. 341).
This approach is ambiguous in the context of a dynamic hospitality area where innovations and constant changes in operating modes are standard methods for attracting and retaining guests. However, such a leadership type is characterized by some aspects that distinguish it from other styles.
First, a management approach based on a hierarchical leadership model has an impact on profit and business growth. As Ling et al. (2016) note, service leadership where the roles of employees are clearly distributed in accordance with job descriptions and subordination principles makes it possible to increase revenues to a greater extent than a democratic model. This factor may be explained by the fact that managers who promote a strict order compliance procedure aim at making profits as the main objective of doing business. The supporters of loyalty and servant leadership, in turn, are more focused on the quality of activities.
Secondly, the combination of management practices is a more successful mechanism than adhering to exclusively one concept. Ling et al. (2016) argue that even despite strict adherence to the aforementioned hierarchical model, the heads of businesses should take into account the servant leadership principles of self-development and training when interacting with subordinates. Since the hospitality industry is characterized by increased attention to guests’ preferences and requirements, the role of combining is essential. In addition, according to Huang, Li, Qiu, Yim, and Wan (2016), assessing the needs and concerns of colleagues allows maintaining a favorable microclimate in a team and enhances corporate performance.
Thus, one can note that adhering to a hierarchical management model can help increase profits. Nevertheless, in case of following this style exclusively, neither subordinates nor heads can develop professionally and show creativity and dedication when interacting with customers. Therefore, combining approaches may be a valuable strategy for planning hospitality business solutions.
This example from Chinese practice may be used as valuable information about the advantages and disadvantages of following only one selected leadership model. Further, I will take into account that management based on constant interaction with subordinates and devotion to a common goal helps engage customers and make the business attractive for different clients. Also, I will be able to determine the scope of personal work, thereby contributing to employees’ initiative and their manifestation of professional potential. Hierarchical management can have advantages, but in general, with regard to the hospitality industry, satisfying guests’ preferences and needs is a key task, and appropriate customer relationship management based on servant leadership can bring more benefits.
References
DeConinck, J. B., Moss, H. K., & Deconinck, M. B. (2018). The relationship between servant leadership, perceived organizational support, performance, and turnover among business to business salespeople. Global Journal of Management and Marketing, 2(1), 38-52.
Huang, J., Li, W., Qiu, C., Yim, F. H. K., & Wan, J. (2016). The impact of CEO servant leadership on firm performance in the hospitality industry. International Journal of Contemporary Hospitality Management, 28(5), 945-968. Web.
Ling, Q., Lin, M., & Wu, X. (2016). The trickle-down effect of servant leadership on frontline employee service behaviors and performance: A multilevel study of Chinese hotels. Tourism Management, 52, 341-368. Web.