Last week, I was contacted via LinkedIn by a recruitment person from a large multinational hotel company with headquarters in Mallorca, because based on my profile they thought that I could perhaps contribute to the transformation of the management leadership of this company. I thought about the possible approach to transforming the management leadership that they were asking me for, and I transcribe my contributions and comments here. I have based my reflections on the Falkon model from the University of Mondragon, and on the book Friend Leadership by Toivanen.
New leadership for new generations
Leadership in organizations is undergoing a full transformation, driven by the need to adapt to a more collaborative, innovative environment aligned with the values of personal and collective well-being. This change is particularly relevant for companies in the hotel sector such as large hotel chains, companies that have been constantly evolving to offer exceptional experiences. However, the traditional management leadership of a large hotel chain can benefit from a transition towards a more inclusive and modern approach, based on new values that allow a smooth generational transition in the management team.
New social values applied to a large hotel chain
The proposed management transition model emphasizes the development of leaders who not only manage, but inspire and transform their teams through collaboration and co-creation.
- Creating teams that generate change: In a large hotel chain, this could mean a shift towards creating empowered teams that make joint decisions and actively participate in defining the company’s strategy and projects. This approach focuses on empathy and diversity, essential elements for building a culture of inclusion that is able to listen to and understand different perspectives within teams.
- Developing impactful business projects: This involves fostering an intrapreneurial mindset within teams. Leaders should not only guide, but act as mentors so that teams can propose, develop and execute new ideas that impact both the business and the community.
- Technical knowledge and tools: In a world where digitalization and technological tools are key, it is vital that the leaders of a large hotel chain are not only up to date in the use of emerging technologies, but are also able to guide their teams in the acquisition and application of these skills for future success.
From traditional leadership to new managerial leadership in a large hotel chain
The new leadership proposal is based on a philosophy based on closeness, empathy and the construction of genuine relationships within teams. This approach fits perfectly with the evolution that a large hotel chain may be looking for: a less hierarchical leadership and more emotionally connected to collaborators. Below are some key steps to implement this transformation:
- Self-leadership as a basis: In order to lead others, the managers of a large hotel chain must first know themselves, understand their strengths and areas for improvement, and manage their energy efficiently. This self-leadership ensures that leaders are emotionally prepared to guide their teams from authenticity
- Shared vision: Modern leadership in a large hotel chain must be based on a shared vision, where leaders not only outline the strategy, but build it together with their teams. This principle aligns with the idea that leadership is no longer about imposing an individual vision, but about co-creating a common narrative that inspires and mobilizes everyone
- Empowerment and trust: highlights the importance of fostering an environment of trust where team members feel valued and empowered to act autonomously. In a large hotel chain, this could translate into giving more responsibilities to work teams, promoting decentralized decision-making and innovation at every level, thinking in terms of self-management.
- Active listening and dialogue: In an environment as dynamic as that of a large hotel chain, it is crucial that leaders practice active listening, understand the emotions of their teams and be available to resolve conflicts through dialogue. This practice creates a safe space for innovation and cooperation
- Community culture: Promote the creation of a community culture within the organization, which could translate into encouraging rituals and activities that strengthen the sense of belonging and team spirit, from shared celebrations to co-creation sessions where all collaborators can contribute.
In conclusion, the transition of a large hotel chain towards a more modern, collaborative and emotionally intelligent leadership is both a necessity and an opportunity. Integrating new approaches can help the company adapt to an environment where diverse and empowered teams are the key to success. By focusing on creating an inclusive, collaborative and well-being-oriented culture, a large hotel chain can continue to lead in the hospitality sector, not only for its products and services, but for the positive impact on its employees and society.