The tourism industry has long been concerned with gaining political influence to ensure supportive policies and governance. Tourism advocates are leaders who seek political influence by creating a unified industry voice and setting a prioritized legislative agenda. This requires tourism advocates to have strong relationships with members of the tourism industry. We use a political advocacy framework to explore how tourism advocates develop as leaders and the behaviors they utilize to build relationships within the tourism industry in the context of a state tourism advocacy association in the United States. The findings suggest that there are many paths to becoming a tourism advocate, but all require supportive organizational resources, industry knowledge, and social capital as these attributes are vital in efforts to build the relationships with tourism industry members.
AmmeterAnthony P.DouglasCeasarFerrisGerald R.GokaHeather. 2004. “A Social Relationship Conceptualization of Trust and Accountability in Organizations.” Human Resource Management Review14 (1): 47–65.
3.
AmmeterAnthony P.DouglasCeasarGardnerWilliam L.HochwarterWayne A.FerrisGerald R. 2002. “Toward a Political Theory of Leadership.” Leadership Quarterly13 (6): 751–96.
4.
AnastasiadouConstantia. 2008. “Tourism Interest Groups in the EU Policy Arena: Characteristics, Relationships and Challenges.” Current Issues in Tourism11 (1): 24–62.
5.
AndrewsKenneth T.EdwardsBob. 2004. “Advocacy Organizations in the US Political Process.” Annual Review of Sociology30:479–506.
6.
AvolioBruce J.WalumbwaFred O.WeberTodd J. 2009. “Leadership: Current Theories, Research, and Future Directions.” Annual Review of Psychology60:421–49.
7.
BailChristopher A.BrownTaylor W.MannMarcus. 2017. “Channeling Hearts and Minds: Advocacy Organizations, Cognitive-Emotional Currents, and Public Conversation.” American Sociological Review82 (6): 1188–213.
8.
BalkundiPrasadKilduffMartinHarrisonDavid A. 2011. “Centrality and Charisma: Comparing How Leader Networks and Attributions Affect Team Performance.” Journal of Applied Psychology96 (6): 1209–22.
9.
BassBernard M.1990. “From Transactional to Transformational Leadership: Learning to Share the Vision.” Organizational Dynamics18 (3): 19–31.
10.
BeritelliPietro. 2011. “Cooperation among Prominent Actors in a Tourist Destination.” Annals of Tourism Research38 (2): 607–29.
11.
BeritelliPietroBiegerThomas. 2014. “From Destination Governance to Destination Leadership—Defining and Exploring the Significance with the Help of a Systemic Perspective.” Tourism Review69 (1): 25–46.
12.
BeritelliPietroLaesserChristian. 2011. “Power Dimensions and Influence Reputation in Tourist Destinations: Empirical Evidence from a Network of Actors and Stakeholders.” Tourism Management32 (6): 1299–309.
13.
BramwellBillSharmanAngela. 1999. “Collaboration in Local Tourism Policymaking.” Annals of Tourism Research26 (2): 392–415.
14.
BrassDaniel J.BurkhardtMarlene E. 1993. “Potential Power and Power Use: An Investigation of Structure and Behavior.” Academy of Management Journal36 (3): 441–70.
15.
BrymanAlan. 2006. “Integrating Quantitative and Qualitative Research: How Is It Done?” Qualitative Research6 (1): 97–113.
16.
BurnsPeter M.SanchoMónica Montalvillo. 2003. “Local Perceptions of Tourism Planning: The Case of Cuellar, Spain.” Tourism Management24 (3): 331–39.
17.
CorbinJulietStraussAnselm L. 2015. Basics of Qualitative Research: Techniques and Procedures for Developing Grounded Theory. Los Angeles, CA: Sage.
18.
CreswellJohn W.PothCheryl N. 2016. Qualitative Inquiry and Research Design: Choosing among Five Approaches. Thousand Oaks, CA: Sage.
19.
DeCropAlain. 2014. “Trustworthiness in Qualitative Tourism Research.” In Qualitative Research in Tourism: Ontologies, Epistemologies, and Methodologies, edited by J.PhillimoreGoodsonL., 156–69. New York: Routledge.
20.
de VriesReinout E.2012. “Personality Predictors of Leadership Styles and the Self–Other Agreement Problem.” Leadership Quarterly23 (5): 809–21.
21.
FarsariI.ButlerR. W.SzivasE. 2011. “Complexity in Tourism Policies: A Cognitive Mapping Approach.” Annals of Tourism Research38 (3): 1110–34.
FredricksonJames W.1986. “The Strategic Decision Process and Organizational Structure.” Academy of Management Review11 (2): 280–97.
24.
GardnerWilliam L.AvolioBruce J. 1998. “The charismatic relationship: A dramaturgical perspective.”Academy of Management Review23 (1): 32–58.
25.
GreenwoodJ.1993. “Business Interest Groups in Tourism Governance.” Tourism Management14 (5): 335–48.
26.
HanHahrie. 2016. “The Organizational Roots of Political Activism: Field Experiments on Creating a Relational Context.” American Political Science Review110 (2): 296–307.
27.
HowlettMichaelMcConnellAllanPerlAnthony. 2017. “Moving Policy Theory Forward: Connecting Multiple Stream and Advocacy Coalition Frameworks to Policy Cycle Models of Analysis.” Australian Journal of Public Administration76 (1): 65–79.
KentAubreyChelladuraiPackianathan. 2003. “Multiple Sources of Leadership and Employee Reactions in a State Parks and Recreation Department.” Journal of Park & Recreation Administration21 (1).
31.
KingdonJohn W.ThurberJames A. 1984. Agendas, Alternatives, and Public Policies. Boston: Little, Brown.
32.
KirkpatrickShelley A.LockeEdwin A. 1991. “Leadership: Do Traits Matter?” Academy of Management Perspectives5 (2): 48–60.
33.
KnollenbergWhitney G.2015. “Exploring Tourism Advocates’ Relationship with Tourism Industry Members through a Political Model of Leadership.” PhD diss., Virginia Tech.
34.
LiMingxiang. 2013. “Social Network and Social Capital in Leadership and Management Research: A Review of Causal Methods.” Leadership Quarterly24 (5): 638–65.
35.
LincolnYvonna S.GubaEgon G.1985. Naturalistic Inquiry. Newbury Park, CA: Sage.
36.
McGeheeNancy G.KnollenbergWhitneyKomorowskiAmy. 2015. “The Central Role of Leadership in Rural Tourism Development: A Theoretical Framework and Case Studies.” Journal of Sustainable Tourism23 (8/9): 1277–97.
37.
McGeheeNancy G.MengFang. 2006. “The Politics of Perception: Legislative Images of the Tourism Industry in Virginia and North Carolina.” Journal of Travel Research44 (4): 368–78.
38.
McGeheeNancy G.MengFangTepanonYodmanee. 2006. “Understanding Legislators and Their Perceptions of the Tourism Industry: The Case of North Carolina, USA, 1990 and 2003.” Tourism Management27 (4): 684–94.
39.
McKercherBobDu CrosHilary. 2002. Cultural Tourism: The Partnership between Tourism and Cultural Heritage Management. New York: Routledge.
40.
MoscardoGianna. 2014. “Tourism and Community Leadership in Rural Regions: Linking Mobility, Entrepreneurship, Tourism Development and Community Well-Being.” Tourism Planning & Development11 (3): 354–70.
41.
NahapietJanineGhoshalSumantra. 1998. “Social Capital, Intellectual Capital, and the Organizational Advantage.” Academy of Management Review23 (2): 242–66.
42.
NorthouseP. G.2015. Leadership: Theory and Practice. Thousand Oaks, CA: Sage.
43.
PfefferJ.1997. New Directions for Organization Theory: Problems and Prospects. New York: Oxford University Press.
44.
PhillimoreJennyGoodsonLisa, eds. 2004. Qualitative Research in Tourism: Ontologies, Epistemologies and Method-ologies. New York: Routledge.
45.
RuhanenLisaReidSacha. 2014. “The Legislative Aspects of Tourism Policy and Planning: Stakeholder Perspectives.” International Journal of Tourism Policy5 (3): 192–207.
46.
SabatierPaul A.1987. “Knowledge, Policy-Oriented Learning, and Policy Change: An Advocacy Coalition Framework.” Knowledge8 (4): 649–92.
47.
SabatierPaul A.1988. “An Advocacy Coalition Framework of Policy Change and the Role of Policy-Oriented Learning Therein.” Policy Sciences21 (2/3): 129–68.
48.
ScheinEdgar H.1989. Organizational Culture and Leadership: A Dynamic View. San Francisco, CA: Jossey-Bass.
49.
SchriesheimChester A.CastroStephanie L.CogliserClaudia C. 1999. “Leader-Member Exchange (LMX) Research: A Comprehensive Review of Theory, Measurement, and Data-Analytic Practices.” Leadership Quarterly10 (1): 63–113.
50.
ShaughnessyBrooke A.TreadwayDarren C.BrelandJacob W.PerrewéPamela L. 2017. “Informal Leadership Status and Individual Performance: The Roles of Political Skill and Political Will.” Journal of Leadership & Organizational Studies24 (1): 83–94.
51.
SlocumSusan L.EverettSally. 2014. “Industry, Government, and Community: Power and Leadership in a Resource Constrained DMO.” Tourism Review69 (1): 47–58.
52.
StevensonNancyAireyDavidMillerGraham. 2008. “Tourism Policy Making: The Policymakers’ Perspectives.” Annals of Tourism Research35 (3): 732–50.
53.
SwansonJason R.EdgellDavid L. 2013. Tourism Policy and Planning: Yesterday, Today, and Tomorrow. London: Routledge.
54.
SwansonJason R.BrothersGene L. 2012. “Tourism Policy Agenda Setting, Interest Groups and Legislative Capture.” International Journal of Tourism Policy4 (3): 206–21.
55.
TreadwayDarren C.HochwarterWayne A.KacmarCharles J.FerrisGerald R. 2005. “Political Will, Political Skill, and Political Behavior.” Journal of Organizational Behavior26 (3): 229–45.
56.
TylerDuncanDinanClaire. 2001. “The Role of Interested Groups in England’s Emerging Tourism Policy Network.” Current Issues in Tourism4 (2/4): 210–52.
57.
ValenteFlávio JoséDredgeDianneLohmannGui. 2014. “Leadership Capacity in Two Brazilian Regional Tourism Organisations.” Tourism Review69 (1): 10–24.
58.
ValleMatthewPerrewePamela L. 2000. “Do Politics Perceptions Relate to Political Behaviors? Tests of an Implicit Assumption and Expanded Model.” Human Relations53 (3): 359–86.
59.
VaroneFrédéricIngoldKarinJourdainCharlotteSchneiderVolker. 2017. “Studying Policy Advocacy through Social Network Analysis.” European Political Science16:322–36.
ZaccaroStephen J.KlimoskiRichard J. 2002. “The Nature of Organizational Leadership: An Introduction.” In The Nature of Organizational Leadership: Understanding the Performance Imperatives Confronting Today’s Leaders, edited by S. JZaccaroKlimoskiR. J., 3–41. San Francisco, CA: Jossey-Bass.
62.
ZehrerAnitaRaichFriedaSillerHubertTschidererFranz. 2014. “Leadership Networks in Destinations.” Tourism Review69 (1): 59–73.
