Research Brief

Introduction:

The purpose of this assignment is to examine how authentic leadership can influence
organizational culture in the hospitality industry.

Choice of Authentic Leadership Style:

Motivated by a decline in ethical leadership and an increase in societal challenges (Cooper,

Scandura & Schriesheim, 2005).

Introduction to Concepts:

Authentic Leadership
Organizational Culture
Hospitality

Definition of Authentic Leadership:

Authentic leaders are those who are aware of how they think and act, perceived by others as
attentive to their own and others' values/moral perspectives, knowledge, and strengths. They
are aware of the context they work in, self-confident, optimistic, resilient, and of high moral
character (Avolio, Luthans et al., 2004, p.4).

Authentic Leadership: Creating Well-being and Success in the Hospitality Industry:

Authentic leadership can influence employee engagement, work environment, and

motivation. According to Bill George, authentic leadership contributes to making leaders
more compassionate and capable of focusing on relational aspects. These relational aspects
are essential in the hospitality industry, where customer service and guest relations are
central elements. An authentic leader, demonstrating compassion and understanding the
importance of positive relationships, can create a positive guest experience and a good
working environment for employees and guests.
At the same time, Deepu Kurian and Fredrick M. Nafuko argue that authentic leadership works
by employees developing a strong sense of organizational justice (Kurian & Nafukho, 2022).
This perception of justice is also crucial within organizational culture. In a workplace where
employees experience justice, well-being and engagement are promoted.

On the other hand, Cecily D. Cooper, Terri A. Scandura, and Chester A. Schriesheim raise
questions about the training and development of authentic leaders and whether ethical
behavior can be influenced in adults (Cooper, Scandura, Schriesheim, 2005). This dilemma is
also relevant in hospitality and organizational culture. The development of authentic leaders
and ethical practices is a challenge, but it is also a necessity to create a healthy work
environment and a positive guest experience in places like hotels.

In the context of values and leadership, it is crucial for hospitality and organizational culture
to understand the importance of creating an authentic and just environment. This
environment is not only essential for well-being but is also critical for building a loyal
customer base and a positive reputation within the industry. Authentic leadership, when
implemented correctly, can create a win-win situation where both employees and guests
thrive, contributing positively to the company's success.

Perspectives and Dynamics Between Values, Hospitality, and Organizational Culture:

Perspectives on authentic leadership vary among different researchers. Bill George

emphasizes observations and qualitative studies, while Deepu Kurian and Fredrick M. Nafulo
use a combination of quantitative and qualitative methods to understand authentic
leadership from both numerical and experiential perspectives.

There is one crucial common aspect in their research—they all acknowledge that authentic
leadership has a significant impact on employees. This includes not only the hospitality
industry but also organizational culture in general. In contrast, Cecily D. Cooper's perspective
does not focus on how authentic leadership affects employees but rather on whether the
leader has the opportunity to develop the necessary values.

Definition of Organizational Culture:

Culture is the collection of important understandings (often unspoken) shared by members

of a society (Sathe, 1985, p. 6).

Authentic Leadership and Hospitality: The Unspoken Culture Behind Success:

Quotes like Sathe's statement on culture (Sathe, 1985) are relevant in the hospitality industry
because authentic leadership in this context involves not only formal guidelines but also the
unspoken norms and values that make up the culture of hotels. For example, at Hotel
Claridges, the culture is characterized by respect and both formal and informal rules (Inside
Claridges, 2012).
Authentic leaders at Hotel Claridges work to ensure that every employee understands and
shares their culture. According to Avolio, Luthans et al., an authentic leader is attentive to
others, which can be one of the benefits that employees at the hotel enjoy and serve as a
piece for more job satisfaction. At the same time, the community is also an incentive for
innovation. By sharing unspoken values and understandings, employees create an
environment where they feel free to come up with new ideas and initiatives. Hotel Claridges
demonstrates through its organizational culture and authentic leadership practices (Inside
Claridges, 2012) how hospitality values such as hospitality and friendliness are integrated into
authentic leadership.

Thus, Sathe's perspective on culture is relevant (Sathe, 1985) because it emphasizes the
importance of understanding the unspoken norms and values that define the hotel's culture,
and there is also similarity between authentic leadership and culture.

Definition of Hospitality:

Hospitality is a simultaneous exchange designed to enhance reciprocity for the parties

involved through the provision of food and beverages and/or accommodation (Lashley, 2010,
p.3).

Hospitality as a Means of Mutual Respect: A Look at Claridges Hotel:

In Claridges Hotel, we see an example of this definition in practice. When the hotel's (Inside
Claridges, 2012) staff exhibits a high degree of hospitality and respect for guests, it creates an
atmosphere where mutual respect and understanding thrive. Guests feel valued and
welcome, leading to increased customer satisfaction. This satisfaction is not only based on
physical services such as food and accommodation but also on the emotional experience of
respect and friendliness.

The organizational culture at Claridges Hotel (Inside Claridges, 2012) plays a crucial role here.
By having a strong organizational culture that emphasizes values such as respect, the
company creates an environment where employees understand the importance of delivering
genuine hospitality. It is not just about food, drink, and accommodation but also about
building lasting relationships. When this approach is embedded in the hotel's culture, it
becomes more than a service; it becomes a meaningful interaction between people, and
hospitality becomes a means of developing mutual respect.

Reciprocity, Authentic Leadership, and Culture in Hospitality: An Integrated Approach:

In this context, the concept of reciprocity is key to understanding the relationship between
the guest and the host organization. Reciprocity, as described by Lashley (Lashley, 2010),
refers to the parties expecting something in return from each other. In the hospitality world,
this reciprocity becomes even more important as it forms the basis for a successful
interaction between the guest and the host. A concrete example is that the guest, in addition
to food and accommodation, can expect recognition, and the host can similarly expect long-
term relationships, loyalty, and respect. Hospitality and values are closely connected.
Lashley argues that hospitality is about long-term relationships, which is also something Bill
George, Avolio, and others characterize as authentic leadership.

Avolio emphasizes that self-confidence, optimism, resilience, and high moral standards are
important values to possess in authentic leadership. Bill George claims that within authentic
leadership, there are 8 principles that characterize authentic leadership, which also includes
self-confidence.

There is also similarity between authentic leadership and organizational culture because it is
about having and sharing the same values. Hospitality is largely about exhibiting good
behavior, which is also the attitude Bill George shares in relation to authentic leadership.
Therefore, authentic leadership can contribute to promoting a positive organizational culture
because it focuses on good behavior and other positive values that can

Bibliography:

Cooper, C. D., Scandura, T. A., & Schriesheim, C. A. (2005). Looking forward but learning from
our past: Potential challenges to developing authentic leadership theory and authentic
leaders. The Leadership Quarterly, 16(3), 475-493.

Frost, P. J., Moore, L. F., Louis, M. R. E., Lundberg, C. C., & Martin, J. E. (1985). Organizational
culture. Sage Publications, Inc.

George, B. (2003). Authentic Leadership: Rediscovering the Secrets to Creating Lasting Value.
Jossey-Bass.

Kurian, D., & Nafukho, F. M. (2022). Can authentic leadership influence employees’
organizational justice perceptions? – A study in the hotel context. International Hospitality
Review, 36(1), 45-64.

Lashley, C. (2010). Towards a theoretical understanding. In In Search of Hospitality (pp. 1-17).

Routledge.

Northouse, P. G. (2018). Leadership: Theory and Practice (9th ed.). Sage Publications.

Whaley, M. (2009). Four Seasons: The Story of a Business Philosophy. Booklist, 105(13), 10-12.

Online Source:

YouTube. (n.d.). Inside Claridge's (2012). Retrieved from https://www.youtube.com/watch?

v=mBsJ0vC4Xnw&t=605s