Abstract
While the old ethic toward work remains, concern with the quality of work in the workplace has emerged. This aesthetic has created a demand for jobs which fill the employee's emotional, social, and motivational needs, and accordingly demands changes in the traditional styles by which people have been managed. This change presents a particular challenge to the hospitality industry, where jobs do not have the inherent aesthetic qualities that are demanded. Consequently, the focus must be on improving the managerial leadership. This article presents a leadership model which emphasizes supportive relationships between management and employees and encourages an increased participation by employees in issues that affect their work. The benefits of this model for improving the overall service and hospitality environment are also discussed.
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