Even though the number of women in hospitality management has achieved critical
mass, women managers continue to encounter discrimination and earn less pay than
their male cohorts. Forty-one percent of hospitality managers are women, but
less than one-half of one percent of top corporate management are women. This
article postulates that women's interactive leadership styles are especially
suited for visionary hospitality companies of the 1990s and into the next
decade. Suggestions are given for retaining both career-primary and
career-and-family managers.
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