Early evidence of leadership skills and strategies in managing the impact of COVID-19 pandemic in the hospitality industry

Abstract

Purpose

Given the critical consequences of the current Coronavirus (COVID-19) crisis worldwide, displaying good leadership has been of utmost importance. Hospitality has been among the industries that have been hit the hardest by the pandemic, and it requires exceptional leadership skills unique to this crisis and sector. This multi-country study aims to contribute to the understanding of some of the most important skills and strategies that leaders in the hospitality industry may use to navigate the COVID-19 crisis effectively.

Design/methodology/approach

This paper employs a qualitative study. Semi-structured interviews are conducted with managers of international hospitality groups or local hotel chains in seven different countries.

Findings

The results show that positive thinking, decision-making, flexibility, divergent thinking, trust-building and communication skills have a positive impact on leadership effectiveness in the hospitality sector during the pandemic. Besides, saving payroll costs, elaborating contingency plans and leveraging from partners' strengths are highlighted as crucial strategies.

Practical implications

This paper provides hospitality professionals across borders preliminary insights and recommendations to manage the COVID-19 crisis.

Originality/value

Especially being one of the sectors that have been hit the hardest by the COVID-19 crisis worldwide, the dynamics and leadership requirements of the hospitality sector need further attention. The findings contribute to the literature by illustrating how managers have navigated the initial stages of the crisis in the under-researched hotel sector, and also by gathering evidence about the sector dynamics related to the early stages of this crisis.

Citation

Hahang, E., Bayraktar, S. and Jiménez, A. (2022), "Early evidence of leadership skills and strategies in managing the impact of COVID-19 pandemic in the hospitality industry", Cross Cultural & Strategic Management, Vol. 29 No. 3, pp. 493-515. https://doi.org/10.1108/CCSM-03-2021-0041