The main purpose of this paper is to discuss ethical managerial conduct as an imperative role-model for employees and other stakeholders in a company. Various approaches will be addressed. A manager cannot lack conviction and clarity on what constitutes right and wrong conduct-he needs to know what is right and then do the right thing. Consequently, his actions and behaviour in his company will have serious ramifications on its operation. Managers that do not display ethical conduct and attitudes in the workplace cannot be regarded as role-models by any stretch of the imagination. The principled quality of a manager’s actions and behaviour in any given situation will regulate and direct his conduct and actions. What is more desirable is managers of a transcendental leadership type and style, who are able to positively influence employees and all stakeholders in a company to enhance the tripe-bottom-line. Ethics is usually associated with elements that comprise a good life, and as a result of this we should be automatically including it as a new strategic paradigm in a company as a self-sustaining value system.
This paper initially traces the development of leadership research so as to place the debate of management and leadership as unique roles in historical context. The paper investigates and analyzes the distinction between leadership and management in hotels. Is there indeed a difference between the roles of a leader and a manager? It is suggested that leadership is perhaps too broad a concept for use in the hotel industry. It should in essence depend on the distinct role or roles of the individual manager concerned and on whether or not there exists a belief that a hotel is an enterprise that grows out of the immediate needs of its employees and the community at large. Generally, a transcendental type of leader is more desirable in a hospitality enterprise. It is also suggested that more effective recruitment and selection of hotel employees be undertaken so as to alleviate the problem of employee turnover. A list of twenty aspects of a holistic nature has been provided which is considered to be overarching management and leadership responsibilities and duties for the day-to-day running of the average South African hotel. In this list there is no dichotomy between leadership and management - the two go hand-in-hand. Such an analysis is considered constructive and important for the ongoing development of management in the hospitality industry in South Africa. There have been numerous questions leveled to me by managers of hotels who feel that their jobs do not allow them to lead as they see fit. They need positive relationships with their employees to grow in the workplace as this does not happen in isolation. A solution is complex to arrive at within the confines of this paper and demands a multifaceted solution which may be further developed through ongoing research.
|Keywords:||Ethics, Behaviour, Attitudes, Role-Models, Transcendental Leadership|
Head of Department, Department of Hospitality, Tourism and PR Management, Faculty of Human Sciences, Vaal University of Technology, Johannesburg, South Africa
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