12 articles on leadership for hospitality managers

Summary: This collection of articles provides valuable insights and diverse perspectives on effective leadership, covering qualities like emotional intelligence, authenticity, resilience through crises, cultivating dialogue, purpose-driven leadership, psychological safety, employee-centric approaches, shared leadership models, leadership identity development, and inclusive leadership for the modern hospitality workplace.

Leadership is a critical skill for any restaurant to succeed. We've curated a list of 12 articles that offer valuable insights and practical advice for hospitality leaders. 

From highly shared pieces by renowned leadership experts to lesser-known gems, this collection covers a wide range of leadership topics. You'll find articles that delve into the qualities of effective leaders, strategies for leading through crises, the importance of communication in leadership and more. Whether you're an experienced leader or just starting your journey, these articles will provide inspiration, actionable tips, and fresh perspectives to help you develop and refine your leadership abilities. 

Our selection spans from 2001 to 2023, providing a wide range of perspectives and insights across different time periods. It's important to acknowledge that the field of leadership research has historically been dominated by white male voices. Although we have strived to include diverse perspectives, we recognize the need for continued efforts to amplify underrepresented voices. We look forward to updating this list in the future with an even broader range of perspectives, reflecting the rich diversity of leadership experiences and approaches.

What Makes a Leader

By Daniel Goleman, HBR, Jan 2004

"What Makes a Leader" by Daniel Goleman (2004), explores the characteristics that differentiate great leaders from merely competent ones. Goleman argues that while technical skills are important, emotional intelligence plays a critical role in effective leadership. He identifies five key components of emotional intelligence—self-awareness, self-regulation, motivation, empathy, and social skills—and explains how leaders can cultivate emotional intelligence and leaders who excel in these areas are better equipped to inspire and influence others. 

Managing Authenticity: The Paradox of Great Leadership

by Rob Goffee and Gareth Jones, HBR, Dec 2005

Goffee and Jones examine the paradoxical challenge of managing authenticity as a leader. While authenticity is crucial for inspiring trust and commitment from followers, it involves balancing conforming to group norms with distinct uniqueness as an individual. Truly authentic leaders must remain true to themselves while also adjusting behaviors to collective expectations. 

The Secret of Enduring Greatness

By Jim Collins, Fortune, May 2008

Companies with enduring greatness still dominate the Fortune 500 list, showing that they evolve their portfolio or products while preserving core values. Companies like P&G, Johnson & Johnson, GE, and Nucor demonstrate it is possible to overcome mediocrity or near-bankruptcy to achieve enduring success through disciplined leadership, strong culture, and refusing to simply blame external conditions. While most companies eventually decline, the root causes are more about what companies do to themselves rather than the changing world around them. The greatest companies use adverse times to their advantage by confronting brutal facts and reinventing themselves from within.

What Leaders Really Do

By John Kotter, HBR, Dec 2001

In this article Kotter challenges the conventional wisdom that leadership and management are the same skill set. He argues that managers promote stability and order, and in contrast, leaders create organizational change and movement through visioning, motivating, and inspiring. Managers ensure current decisions facilitate a stable and healthy business, while leaders drive change by influencing organizational culture, values, and behavior in pursuit of a better organization. Effective organizations require the complementary strengths of both competent management and skilled leadership.

Four Ways Leaders Can Improve Conversation

by Harvey Schachter, Globe + Mail, September 2012

This article discusses research and writing from Boris Groysberg and Michael Slind, who argue that in today's rapidly changing environment, leadership comes not only from authority and vision, but also from the ability to cultivate dialogue and share ideas through conversation. Effective leaders use four skills: intimacy (direct conversation), interactivity (skillful engagement), inclusion (ensuring all voices are heard), and intention (aligning narratives with actions). By mastering these conversational capabilities leaders can cultivate common purpose, and empower employees, allowing a healthy and more sustainable organization. 

How Purpose-Driven Leadership is Changing the World

by Nell Derick Debevoise, Forbes, March 13, 2024

This article reflects on aligning our actions to solve problems that matter - bringing immense personal fulfillment and positive societal impact. Modern workplaces often neglect exploring purpose. Purpose-driven leaders experience tangible benefits like greater motivation, creativity, and collaboration that benefit their teams, organizations, and society. While challenging the status quo, they inspire others by example. As the value of purpose becomes clearer, purpose-oriented organizations thrive by attracting talent, fostering innovation, and creating positive change. 

Leading Through a Sustained Crisis Requires a Different Approach

By Michaela J. Kerrissey and Amy C. Edmondson, HBR, June 20, 2023

This article examines the unique challenges of leading organizations through prolonged, ongoing crises and provides guidance on adapting leadership approaches accordingly. It argues that sustained crises, unlike acute disruptions, require a distinct mindset focused on resilience, agility, and long-term thinking. The authors emphasize the importance of maintaining hope and a sense of purpose amidst turbulence, while also being transparent about challenges. The article stresses that traditional crisis leadership centered on command-and-control is insufficient for enduring volatile conditions. Instead, leaders must embrace a more participative, flexible style that engages the entire organization in proactively adapting to constantly shifting landscapes. 

What is Psychological Safety

By: McKinsey + Company, July 17, 2023

Psychological safety is of deep importance in the workplace as it fosters an environment where employees feel safe to take risks, speak up, admit mistakes, and share creative ideas without fear of judgment or negative consequences. This article discusses what psychological safety is and highlights the significant benefits of psychological safety, including improved team performance, productivity, creativity, innovation, and better overall outcomes. The article explores leadership skills and styles that can cultivate psychological safety, such as open dialogue, situational humility, and consultative and supportive leadership approaches. It also emphasizes the role of leaders in supporting mental health, demonstrating compassion during challenging times, bringing communities together during crises, and attending to the psychological needs of employees at all levels of the organization.

Rebuilding Better: Fostering a Restaurant Industry in Service of Employees

By Lilly Jan, Ph.D., Boston Hospitality Review, May 2022

This study surveyed more than 2,000 foodservice employees across the U.S. to identify their job needs and career interests as the industry rebuilds after the pandemic. The article discusses the industry’s major opportunities for leadership in revising compensation frameworks, providing career growth pathways, fostering safer and more inclusive workplaces, and engaging customers to support industry workers. Addressing these areas can help rebuild a stronger restaurant industry that better meets employee needs.

Why We Want to Teach Everyone Here to Lead

By: Ari Weinzweig, Zinngerman’s Blog

Weinzweig advocates for empowering all employees to develop leadership skills, regardless of their role or position within an organization. The author posits that traditional top-down leadership models are outdated and ineffective in today's rapidly changing business landscape. Instead, they propose cultivating a culture of shared leadership, where every individual is encouraged to take initiative, think critically, and contribute ideas for improvement. By providing comprehensive leadership training to the entire workforce, organizations can unlock the collective intelligence and creativity of their people, enabling them to adapt swiftly to challenges and seize emerging opportunities. 

Cultivating Hospitality Leadership Identities

By Sandra Sun-Ah Ponting, Ph.D., Boston University Research, May 2023

This article examines the concept of leadership identity within the hospitality industry and explores strategies for cultivating effective leadership identities. It emphasizes the importance of leadership identity, which encompasses an individual's self-concept, values, and behaviors as a leader. The authors argue that a well-developed leadership identity is crucial for navigating the complex and dynamic hospitality environment. The article discusses various factors that shape leadership identity formation, such as personal experiences, organizational culture, and role models. By cultivating strong leadership identities, hospitality leaders can more effectively inspire and guide their teams while aligning their actions with their values and principles.

Inclusive Leadership for a 21st Century Hospitality Workplace

By Lindsey Lee, Phillip Jolly, Heyao Yu, Boston University Research, May 2021

Inclusive leadership and creating equitable and high-performing workplaces within the 21st century hospitality industry is of critical importance. This article examines that topic and defines inclusive leadership as proactively nurturing environments where all employees feel valued, respected, and empowered to contribute fully. The authors emphasize that inclusive leaders must go beyond simply recognizing diversity and actively work to dismantle biases and institutional barriers. In today's increasingly diverse hospitality landscape, inclusive leadership is positioned as both an ethical imperative and a competitive business advantage.