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Future "Management and Leadership" of Marriott

Hotel
content
Introduction ................................................................................................. 3

1.1 The link between strategic management and leadership ...................... 3

1.2 The influence of management and leadership style on strategic

decision-making .......................................................................................... 4

1.3 The application of leadership style ....................................................... 4

2.1 The influence of management and leadership theory on organizational

strategy ........................................................................................................ 5

2.2 Leadership strategies in line with organizational direction .................. 6

3.1 The need for current leadership ............................................................ 7

3.2 The need for future leadership .............................................................. 8

4.1 Development of leadership skills.......................................................... 9

4.2 Reflection on leadership skills ............................................................ 10

Conclusion ................................................................................................ 10

References ................................................................................................. 12

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 Introduction
Under the severe situation of global epidemic outbreak, no country can rest at ease,
and no enterprise can be independent. The epidemic has seriously dampened the
national economy and the production and operation activities of enterprises, and the
epidemic continues and the holidays are prolonged. As a hotel enterprise, the outbreak
of the epidemic has brought severe challenges to Marriott International Hotel, and put
forward higher requirements for Tony Capuano, CEO of Marriott International Hotel.
How will he make Marriott International Hotel adapt to the new layout, new trends and
grasp the crisis through innovative management thinking and TMT team leadership in
this "big test" of the epidemic?
1.1 The link between strategic management and leadership
Under the epidemic situation, in order to effectively implement the dynamic mode
of enterprise strategic management, Marriott International Hotel must transform the
understanding of the nature and characteristics of the dynamic mode of enterprise
strategic management into the requirements of enterprise strategic system. Based on the
contribution of rationalism school, the discipline of enterprise strategic management
came into being and developed, which marked that enterprises began to replace the
original "dynamic braking" by "static braking", thus effectively "managing" the
relationship between enterprises and their external business environment, which was a
progress in modern enterprise management practice (Bian, 2021). Now, replacing the
static mode with the dynamic mode of enterprise strategic management is not a negation
of "static braking", but a negation of "dynamic braking". Under the influence of the
dynamic trend of business environment, enterprises need to adopt the way of
"combining dynamic and static" to manage the relationship between enterprises and
external business environment more effectively.
The basic assumption of leadership theory is that successful leaders are successful
because they have some characteristics and skills that others don't. In this respect, the
existing research puts forward the characteristics of successful leaders from different
angles. Mcclelland (1976) studied the relationship between managers' motivation and
management effectiveness from the perspective of motivation, and pointed out that
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institutional managers with high power motivation, low relationship motivation and
strong restraint have higher management effectiveness than affinity managers
(relationship needs are higher than power needs, high restraint) and individual power
managers (power needs are higher than affinity needs, low restraint). At the same time,
a small sample survey also shows that managers can change their management style.
1.2 The influence of management and leadership style on strategic decision-
making
As we all know, the leadership style of CEO of Marriott International Hotel tends
to be autocratic, and subordinate members only have to follow orders. Therefore, the
research thinks that authoritarian leadership weakens the effect of TMT task conflict on
the speed of strategic change.
First of all, when the level of task conflict is low, the imperative leader restrains
TMT members from exerting their subjective initiative, which makes it difficult for
TMT members to put forward different views on strategic tasks, thus weakening the
positive effect of task conflict on the speed of strategic change.
Secondly, when the level of task conflict is too high, imperative leadership is
conducive to Tony Capuano's use of personal dictatorship and decision-making power
to compulsorily integrate collective opinions. In this case, TMT members only need to
follow the CEO's decision-making arrangement and act according to the strategic
direction formulated by the CEO, which reduces the discussion time caused by too
many TMT task conflicts in the process of strategic decision-making, thus speeding up
the formation of strategic changes. Moreover, when the CEO tends to command
leadership, the CEO often has more resources and influence, and his risk appetite is
stronger. At this time, the CEO can timely allocate resources, coordinate with various
departments, alleviate the uncooperative problems caused by TMT member conflicts,
and then promote the rapid implementation of strategic changes. Therefore, imperative
leadership weakens the negative effect of TMT task conflict on the speed of strategic
change.
1.3 The application of leadership style
Most scholars believe that under the new situation of COVID-19 epidemic,
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transformational leadership is conducive to the creation of organizational innovation
atmosphere. Jung (2003) took the employees of 32 companies in Taiwan Province as
the empirical research object, and found that transformational leadership is conducive
to creating a better innovation atmosphere, which will lead to higher organizational
innovation results and output. In the same way, the author thinks that Tony Capuano,
Marriott International Hotel, should be good at change and innovation in the new
situation, because change and innovation are more and more important for the survival
of the organization. Compared with transactional leadership style, transformational
leadership style is more conducive to forming an innovative atmosphere in the
organization. However, some scholars have pointed out that transformational leaders
focus on learning and innovative behaviors such as motivation encouragement and
potential stimulation, which may neglect employees' actual abilities and needs.
Transformational leadership has a significant impact on the formation of organizational
innovation atmosphere, but it is not conducive to the establishment of organizational
conventions, and it is not easy to form a planned organizational atmosphere. Under the
transformational leadership style, there will be a learning atmosphere that focuses on
facts and a creative atmosphere that focuses on innovation.
2.1 The influence of management and leadership theory on organizational
strategy
With the help of statistical analysis software SPSS20.0, structural equation
modeling software AMOS22.0 and hierarchical linear modeling software HLM6.08,
this paper makes statistical analysis on the survey data. The results show that: First, the
leadership behavior of CEO of Marriott International Hotel consists of three dimensions:
relationship-oriented leadership behavior, development-oriented leadership behavior
and task-oriented leadership behavior, which is different from the existing two-
dimensional classification model of CEO leadership behavior. Development-oriented
leadership behavior exists as an independent dimension. Secondly, CEO's leadership
behavior of Marriott International Hotel has a cross-level direct impact on R&D team
effectiveness, and each dimension of CEO's leadership behavior has a significant cross-
level positive impact on each dimension of R&D team effectiveness (Cui, 2021).
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Thirdly, organizational innovation atmosphere plays a cross-level intermediary role
between CEO leadership behavior and R&D team effectiveness. Fourthly, team
interdependence plays a cross-level adjustment role between organizational innovation
atmosphere and R&D team effectiveness. According to the research conclusion, it is
suggested that CEO of Marriott International Hotel influence subordinates through
words and deeds, establish harmonious working relationship in the enterprise, and
constantly improve communication skills, so as to improve his leadership and promote
the better development of the enterprise. In terms of creating organizational innovation
atmosphere and improving R&D team efficiency, it is suggested that various measures
should be taken to create a workplace environment conducive to innovation, establish
a good trust atmosphere in the organization, and establish an innovation ecosystem at
the same time.
2.2 Leadership strategies in line with organizational direction
Organizational culture is deeply embedded in the ideology of organizational
members and cannot be easily manipulated and changed by leaders. Therefore, Tony
Capuano must pay attention to adopting appropriate leadership strategies and methods
in order to improve and innovate the organizational culture direction of Marriott
International Hotel.
In the past 20 years, the transformation of leadership paradigm has been mainly
carried out along the direction of transformational leadership theory and charismatic
leadership theory. Although these two leadership theories are different in some
important concepts, they share a common assumption, and they both believe that
outstanding leaders depend on a vision that is clearly expressed, effectively
communicated and feasible. If there is any idea of leadership that has been inspiring in
organizations for thousands of years, it is the ability to unite and persist in realizing a
common vision (Bian, 2021). When we juxtapose the "vision" with a clear "current
situation" in our mind at the same time, a kind of "creative tension" arises in our hearts,
a force that wants to combine the two. This kind of tension formed by the gap between
the two will make people naturally have a tendency to relax, so as to eliminate the gap.
It is this creative tension that guides people to constantly pursue transcendence and
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advance towards ideal goals. Therefore, on the basis of the existing values of the
organization, it will be a key feature of the new leadership to be able to shape a lofty
vision for the organization beyond the existing framework of the organization.
Whether the vision of change can be shared by the members of the organization is
an important factor affecting the success of the change. Therefore, the CEO of Marriott
International Hotel should not only have insight and forward-looking vision, but also
be able to foresee the future development direction of the organization, share these
visions with employees, seek the common core values of the organization through
common learning, reach a consensus, translate them into norms and put them into
practice. In this way, the members of the organization will truly realize that there are
new and better reference frames to choose from, and they will have a vision and desire.
This is an important driving force for the success of organizational culture reform.
3.1 The need for current leadership
At present, the epidemic situation is repeated, and the epidemic situation around
the world is in a normal mode of prevention and control. With the rapid development
of knowledge economy, globalization has brought about the explosion of knowledge
and information. The leadership of CEO of Marriott International Hotel also urges us
to think about whether we should expand our thinking, discover and study new
interaction and leadership behaviors, so as to have a deeper understanding of company
management, including management in crisis.
In the complex world environment, CEO of Marriott International Hotel has to
make some efforts to catch up with the rapidly changing consumer demand and
competitive innovation. Tony Capuano must adapt to the new management
environment, and the management means and methods must be updated. First, the
increasing democratization of various decision-making, which leads to a leadership
course called "distributed leadership". Second, the desire to build relationships. The
creation of new technologies and networks allows a new generation of employees to
build relationships across geographical barriers. This required leadership course is a
"trust network". Third, the contradiction between standardization and customization
needs. The leadership course brought by this needs "loose-tight innovation". The
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challenges of leadership improvement brought by the new management upgrade stem
from the following aspects:
Future employees: The employees of the future generation are very different from
the current employees. They are collectively referred to as "Millennials" or "Generation
Y" internationally. Their distinctive features are high expectations, global vision and
social responsibility. Warren bennis called this generation a "passionate generation",
and Francis Hesselben put forward in his book On Leadership that the following key
measures are needed to lead future employees.
Diversified team: The beauty of leadership lies in keeping pace with the times.
Excellent leaders can understand diversity and attach great importance to inclusiveness.
Diversification is multidimensional, and the relationship between all dimensions must
be understood (Li,,2021). The traditional organizational leadership paradigm is to treat
employees as robots and organize and manage them in a mechanized way. It is the goal
of the organization to control the labor cost to a minimum, so that the labor cost is
regarded as an expenditure. Leaders began to change their ideas and gradually
recognized the concept of human capital.
3.2 The need for future leadership
With the enrichment of theories and data tools related to strategic leadership, the
field of strategic leadership is developing rapidly. Based on the development of theory
and practice, Zhang Yan (2021) put forward an important research topic for the future
development of corporate strategic leadership, especially CEO research. Based on
Zhang Yan (2021), the author also tries to discuss some ideas about the future
development of strategic leadership research theoretically.
Combined with the CEO of Marriott International Hotel, from the perspective of
theoretical development, the author thinks that the research of cross-domain is a future
research and development direction. The study of strategic leadership can be combined
and expanded with international strategy and sociology. Make contributions not only
to the research field of strategic leadership, but also to the development of international
strategy and sociology.
The expansion of strategic leadership in international strategic disciplines. The
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existing research found that the interaction model between strategic leaders of
companies has different standards in different countries. The interaction mode between
strategic leaders of a company needs to adapt to the local social system environment
(Tihanyi et al., 2005). For example, the power of CEO of Marriott International Hotel
has different meanings in different countries, and the difference between China and the
United States about whether independent directors should be resource providers or
regulators often leads to the difficulty for Chinese companies listed in the United States
to gain effective recognition from American investors (Park& Zhang, 2020). In the era
of globalization, the strategic leadership of a company is influenced not only by its own
institutional culture environment, but also by the institutional culture of the host country
where the company operates (Zhu et al., 2020). These all need further research and
exploration by scholars. These findings will not only promote the expansion of
knowledge in the field of strategic leadership, but also promote the development of
international business and strategic research.
4.1 Development of leadership skills
Under the new situation, the author suggests that the CEO of Marriott International
Hotel should improve and innovate the business management system of white-collar
workers, further improve the working methods of such knowledge workers, and
improve their work efficiency. It can not only enhance the self-management ability of
employees and leaders, but also improve their organizational ability.
a) Learn to listen. In DIPS system, Hear refers to whether it is necessary to listen
to other people's opinions when breaking down business. Listening to opinions can not
only broaden one's thinking, but also improve work efficiency. Hotel workers are under
great pressure, so managers should find more ways to relieve their pressure. "Open the
door and listen to employees' voices" is a good way. When dealing with subordinates,
managers should keep their mouths shut, raise their ears and talk less and listen more.
Generally speaking, employees are reluctant to express their opinions, mainly because
they are afraid of making mistakes, lack of security, or their opinions are not taken
seriously. Therefore, the CEO of Marriott International Hotel needs to pay more
attention to this aspect, not only giving orders unilaterally, but also letting everyone
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express their opinions. In the usual management work, leaders should create more
conditions for employees to speak freely, and employees will feel valued and
enthusiastic in their work. Managers should not only solicit opinions in various ways,
but also encourage everyone to offer suggestions and suggestions on systems and
measures, adopt them correctly and timely, and give outstanding rewards.
b) Investigate and understand the actual situation. Examination refers to whether
the business to be completed needs to be investigated and researched. For managers, it
is also necessary to investigate the actual situation before making decisions. Many hotel
employees don't want to talk about work, and a lot of information from employees can't
be accurately transmitted to their superiors. This means that although managers have
made many decisions closely related to hotel employees, they can't understand their
views and reactions to the decisions. Managers should understand employees, learn
empathy, start from the perspective of employees, give appropriate guidance to
employees in the process of completing their work, and also complete tasks with
employees to boost morale. Hotel managers can also implement walking management,
spend more time with employees and talk with them. Informal contact is the best way
to keep informed of the department's situation. Marriott, a successful hotel manager,
often visits every department of the hotel to communicate and keep in touch with the
staff.
4.2 Reflection on leadership skills
The DIPS system is enlightening to the CEO of Marriott International Hotel in
employee management, and many managers in China agree with it. However, when it
is implemented, managers often just introduce the system, and they are not clear about
the system itself, so they ask their subordinates to copy it. They don't understand the
meaning and don't experience it personally. It can only be a manifestation of
bookishness. Leaders should change their style and grasp the true connotation of the
system in order to improve their management level and leadership skills (Yang, 2020).
Conclusion
In 2016, Marriott International Hotel Management Group acquired Starwood
Hotel Management Group and became the largest hotel management group in the world.
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Its development reflects Marriott's excellent management. Caring for staff culture is the
unique and excellent corporate culture of Marriott Hotel Group, and it is also the
unremitting power to promote the development and growth of Marriott Hotel Group.
Nowadays, under the epidemic situation, Marriott International Hotel should give full
play to the CEO's innovative management and outstanding leadership, and lead the
enterprise out of the haze to meet a brighter tomorrow.

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