Leadership characteristics in an organizational transformation

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1999

Leadership characteristics in an organizational

transformation

Edward Keyes

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Recommended Citation

Leadership

Characteristics

in

an

Organizational

Transformation

By

Edward

W. Keyes

A

thesis

submitted

to the

Faculty

of

the

School

of

Food,

Hotel

and

Travel

Management

at

the

Rochester

Institute

of

Technology

in

partial

fulfillment

of

the

requirements

for

the

degree

of

Master

of

Science

FORM I

ROCHESTER INSTITUTE OF TECHNOLOGY

School of Food, Hotel and Travel Management

Department of Graduate Studies

M.S. Hospitality-Tourism Management

Presentation of Thesistproject Findin2s

Name:

Edward W. Keyes

Date: 7/29/99SS#:

_

'.

Title of Research:

Leadership Characteristics in an Organizational Transformation

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In

ROCHESTER INSTITIJIE OF TECHNOLOGY

School of Food, Hotel and Travel Management

Department of Graduate Studies

M.S. Hospitality-Tourism Management

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Edward Keyes

ABSTRACT

The

objective ofthis

study

wasto

determine if

key

leadership

characteristics would

be

evident

in leaders

who exercised

successfully

anorganizationaltransition.

In reviewing

the

literature,

an

understanding

wasestablishedthatallowedtheseparationof

Leadership

versus

Management

and shared

insight

in

situations where

both

are merged.

Also

developed

was an extensive

list

of

Leadership

Characteristics.

The

study

usedthe

Delphi Method

toobtainconsensus

from

a selected

group

of

General

Managers

withinthe

Conference

Center

population.

This study

identified

a

limited

set of

key

Leadership

Characteristics

required atthe

General Managers level

for

achieving

successful

organizational changes.

The

key

characteristics

identified profoundly

illustrated

that

humanistic

skills,

flexibility,

adaptability,

integrity

and

honesty

values are paramount

for

asuccessful

Acknowledgement

My

gratitudeto

my

family, Bobbi,

Robby

and

Bryan

who supported me and made a sacrificeto

allow meto test

my

old wings.

Dr. Richard E. Marecki

by

his giving

and wonderful

human

nature

helped

me setthe

direction

toffy.

The

Microney

team thatallowed metogrow withtough

caring

and sharing.

Ms. Alexandra

Saravia

who

facilitated

my

journey

with

caring

and support.

Table

of

Contents

Abstract

i

Acknowledgment

ii

Chapter 1

-

Introduction

1

Problem

Statement

2

Purpose

2

Significance

3

Hypothesis

3

Definition

of

Terms

4

Assumption

4

Scope

and

Limitations

5

Long

Range Consequences

5

Chapter II

-

Review

of

the

Literature

6

Chapter

HI

-Methodology

14

The Research Approach

1 5

The

Research Instrument

16

Malysis

17

Chapter IV

-

Results

_and

Findings

18

The

Sample

18

Responses

from Phase One Questionnaire

2 1

Phase

Two Questionnaire

21

Phase

Three Questionnaire

22

Chapter V

-

Conclusions

_and

Recommendations

24

Conclusions

24

Recommendations

26

Appendix

A

-

Letters

and

Questionnaires

Sent Out

27

Appendix B

-Summary

of

Participants

34

Appendix

C

-

Phase One

Results

36

Appendix

D-

Phase Two Results

3

8

Appendix

E

-

Phase Three

Results

40

Bibliography

42

CHAPTER

I

INTRODUCTION

The

service

industry

is evolving

at a rapid rate.

Financial

results expected

by

theowners

are

becoming

more

difficult

toreach

in

an always-competitive market.

Maintaining

market

share or

attempting

toexpand markets share

is

criticaltosurvival.

Cost

ofoperations

is

under

constant scrutiny.

Expectations

ofthework

force

withinthe

hospitality

field

are

becoming

harder

tomeet

both in

expected wages and

benefits,

aswellas

quality

of

life issues.

Traditional

corporate culture

is

being

influenced

by

globalization.

The very

core of

business

strategy

and

execution

is

atthe

hands

of

technology

in

every

aspect.

With

this turmoiland constant_change,what

kind

of

individual

takes theorganization

forward?

Are

therecore competenciesof

leaders

whothriveand

drive

change?

This

case

study

will

look

attheroleof

leaders

in

anorganization

involved in

deep

change.

Further,

arethese

skills acquired or

intuitive? Can

theseskills

be

developed? Do

they

vary

to the

degree

ofthe

transitionat

hand? The

objective ofthis

study

willattemptto

identify

leadership

characteristics

in

organizational change

in

the

hospitality

industry.

Furthermore,

thiseffortwill

clearly

make evidentthat

leadership

is

vastly

different

than

management.

This

observation

is

supported

by

a wide

body

of

literature,

which

has

tracked

the

"situational

leadership"

and

being

a

"Transformational

Leader"? Do leaders

setthe

direction

of

the

organization,

andthenmanagers

hold

the

direction?

It

is

generally

believed

that

management skills are

taught

sothata

desired

outcome

is

reachedthroughcommandand

control.

Normal

business

practicesand policies governtheseefforts.

The

rationale ofthis

study

is

to

identify

thecharacteristicsofthose

individuals

who

step

above and

beyond

theroleofthe

manager.

What

componentsofthecharacter ofthe

individual

riseto thesurface

in

timeof

organizational redirectionto

lend direction?

It

is

these characteristicsthatare

being

sought

for

comparison.

Problem

Statement

This

projectwillexaminethosecharacteristics of

individual leaders

who

have been

successful

in

navigating

majororganizational changes.

The

leaders

ofnumerousorganizations

withintheconferencecenter

industry

will

determine

these traits.

Ideally,

the

leaders

will

verify

commonality

of characteristics.

If

acommoncore

is

identified,

the

findings

may

offer assistance

in

recognizing

and

developing

future leaders.

Purpose

The

purposeofthiscase

study

is

to

determine if

therearecharacteristicsa

leader

displays

in

timesoforganizationalchange

in

the

hospitality

industry. The

findings

shouldprovidea

framework,

which

both identifies

and prioritizesthosecharacteristics

displayed

in

organizational

change.

The

intent

is

toreviewthese

findings

and

determine if

those

displayed

characteristics

can

be introduced into

an organized

learning

programtoenhancetheeffectiveness of managers

today

and

leaders

oftomorrow.

Significance

As

thechange swirls

in

the

hospitality industry

and as

businesses become

infinitely

more

complex,

theprofile of the successful

leader

whotakes theorganizationthroughthechanges

needsto

be

understood.

Once

thesecharacteristics are

identified

andverifiedthrough_{the study,}

they

may

be

a critical component

in

developing

appropriatetraining.

Further,

corporations

may

develop key

personneltoenhancetheorganization's effectiveness at theoperational

level,

once

thecharacteristics

have

been

identified.

The reality

thatour environment

is

changing

is

not

in

question.

What

is

in

question

is

whatarethe

key

characteristics ofthe

individual

whocan

managethiswhite waterenvironment and

be

successful

for

theorganization's

benefit.

Hypothesis

This study

is

expectedto

identify

a

limited

set of core

leadership

characteristicsthatare

evident

in

leaders

withinthescope of conferencecenters.

Specifically,

those traits thatare

Definition

of

Terms

Characteristics: distinctive

features

or

quality

ofthe

individual

Hospitality

Industry:

the

Business

in

whichthegoods and services are generatedto

individual

needs and comforts.

Conference Centers:

a

facility

designed for

effective meetings.

Some

are

for

private corporate

usage,some are

externally

marketedor

both.

Leadership:

ingredients

of

personality

thatcauses peopleto

follow

Organization:

a

body

of

business

or systematicarrangement

Situational leadership:

a

belief

that there

is

no one

best

approachto

teaching

Stack

ranking: an approachto

measuring

in

orderthe

highest

to

lowest

similarresponse

Trait:

distinguishing

features

ofcharacteristics of a person

Transition:

a

passing

orchange

from

one_place,state ofconditiontoanother

Behavior:

theaggegate ofresponsesto

internal

and external stimuli

Assumption

The

premiseofthisproject

is

that

key

characteristics of

leadership

willemerge

from

the

research phaseof theeffort.

In

thereview ofthe

literature,

it

will

be

apparentthat ample

resourcesareavailable.

It is

alsoassumedthatthe

survey

sentto the

hospitality industry

leaders

willresult

in

the

identification

andvalidationof

leadership

characteristics mostapparent

in

Scope

and

Limitations

This

projects'

objective

is

to

determine

key leadership

characteristics

displayed

in

organizations

during

transitionalperiods.

Key

limitations

will

be

the

individual

subjectivity

surveyed

in

defining leadership

_skills,aswell as

defining

organizationtransformation.

Additionally,

each

leader

may

have different interpretations

of

leadership

characteristics.

Therefore,

how

willthe

survey

results relateto thestack

ranking

effortsofthecharacteristics

supplied?

The

sample size ofthescope ofthe

study

will consistof general managers

in

conference

center management organizations.

Further,

targeted

individuals

will

be drawn from

the

Marriott

Conference Center

lodging

brand

within

Marriott,

andsimilarprofile components ofthe

hospitality

industry.

It

will

be

interesting

tosee

if

theyears of_experience,sizeofthe

property

or

evengender will

have impact

onthestudy.

Long

Range Consequences

The

hypothesis

of_{this study,}

if

proven_positive,

may

determine

there

is

a common set of

leadership

characteristics

demonstrated

by

executives

in

organizational change situations.

These

characteristics

may

be

explored

further

to

determine if

they

can

be

instilled into

an

individual. It

would

be

of

interest

and valueto

industry

if

these

key

traitscould

be developed

or enhancedto

thecollectiveofthe organization,

thereby

increasing

effectiveness of the

leadership

ofthe

organization.

CHAPTER

H

REVIEW

OF THE LITERATURE

The

objective ofthis

literature

review

is

tosegregate andunderstandthevarious

components of

terminology

used

in

the

study

of organizational

behavior. It is

the goalofthis

reviewto

clearly define

andunderstandthemeanings and therefore

differences between

terminology

withintherealmoforganizational studies.

Being

abletounderstandthe transition

of

thinking

as

it

relatestothis

study from

management, transformational

leadership,

situational

leadership, leadership

and

leadership

characteristics.

This

will

be

the

focus

withinthischapter.

Management

There

is

a profound

difference between leaders

and managers.

A

goodmanager

does

things

right. A leader

does

the

right

thing.

Managing

is

about efficiency.

The

focus

ofthemanager

is

thescopeofresponsibilities

in

which

he

or she

is

being

held

accountable

for

organizational goals

asreviewed

in

"Management

minded supervision"

(Boyd,

1984).

These

responsibilitiescan

be

grouped

into

several

key

_areas;productionor

deliverables

ofservice

is

a majorresponsibility.

This

output

is

normally

tangible.

In

the case of the service

industry,

it

would

be

aclean

environment,acustomer

friendly

atmospherewithpredetermined servicestandards.

All

this

withawatchful eye onthecostratiosand

budget

assumptions

being

maintained.

Management in

modern

industrial

society has been

oriented_{to quantity, to}providemore

goods andservices

for

everyone.

Quantity

is

measured

in

money,

we

have

become

a

money

oriented

society

as explained

in

"Learning

to

Lead;

A

Workbook

on

becoming

a

Leader"(Bennis

Goldsmith 1997).

Quality

is

often not measured at_all,

but is

appreciated

intuitively.

Normally

indicators

would

be

market shareor

financial

results.

Methods

oftheproduction and

deliverable

ofservice

is

always

being

scrutinized

by

managers

searching for

more efficient methods.

Work methods,

motion_studies,product costor

convenience products are

being

constantly

analyzed

for improvement

while

improving

financial

results.

Morale

ofthe associates

is

a critical

focus

point

especially in

theservice

industry

due

to

today's

shrinking

labor

market.

It

is

themanager's

responsibility

to

be

cognizant oftheneeds and

desires

ofthework

force.

This

effort

by

themanager encompasses resources

being

appliedto

help

satisfy

the

desires,

interests

and

feeling

ofthework

force

whichcan

be

achieved

by

surveys

andvarious

group

forums.

Training

is

another

key

component

for

the managertoensure

his

staff

knows

what

is

expected

in

the

way

ofperformance.

This

training

will

help

instill

a positiveattitudetowards

quality, costcontainmentand performance standards.

According

to

function

withinthe

organizationthe

degree

oftechnical

training

will

be

imparted

to theassociate.

Again

the

focus

Safety

is

another

key

componentof a manger'sresponsibility.

The

object

is

to

insure

the

safest possible

working

conditionsexists.

This

effort

is driven both from

a cost

saving

perspective,

in

additionto theguidelines ofthe

Federal Occupational

Safety

and

Health Act

(OSHA).

These

aforementioned

basic

responsibilitiesofa manager are not

in

priority.

The

overview

does

stress

how

managing

is

about

efficiency, systems,

_{controls, procedure,}policies

and structure of an organization.

In

review

"On

Becoming

aLeader"

(Bennis

1994),

describes

the

difference between

leaders

and managers asthe

difference between

thosewho masterthecontext andthose who

surrenderto

it. The

author offers anextensive

contrasting

list

oftheconflict ofcharacteristics

between

a manager and a

leader. The

objective

in

thissectionofthe

literature

review

is

to

illustrate

somemanagercharacteristics.

A

manager

is described

as a_person,who_maintains,

administers,

imitates

and

in

essence

a good soldier.

The

focus

ofthemanager

is

always onthe

bottom

line,

acceptsthestatus quo

and

displays

a short-rangeview.

The

managerroles

in

summary is

simply asking how

and when

Transformational

Ledership

vs.

Situational

Leadership

A

Transformational

Leadership

is

one who

helps

organizations and people make

substantialpositive changes

in

the

way

they

do

things.

These

are

influential leaders

in

the

workplace who cantransform the

company

from

poorto

outstanding

performance.

Transformational leaders

usually

possess charisma

"10 Minute

Guide

toLeadership"

(Dublin

1997).

Or in

other

terms,

a personal magic

arousing

special popular

loyalty

orenthusiasm.

The

transformational

leader has

thegiftof

being

ableto transmita sense ofvisionandmission.

(This

terminology

will

be

expanded

in

much greater

depth

later

in

thischapter under

leadership.)

Furthermore,

the transformational

leader has

a

tendency

touseacommonthemeof actions.

Often

communicates

using

_metaphors,a

figure

of speech

in

whichaword orphrase

literally

denoting

one

kind

of

idea

is

used

in

placeof anothertosuggest a

likeness. This

Transformational

Leader

makes

deeds

consistentwithpromisesthat

inspire

trustand confidence.

Also

this

individual

has

a

tendency

togiveoutassignmentsthatallowother

individuals

to

feel

capable

by

allowing

them to succeed.

After

_succeeding,efforts are extended

praising

their

success.

What

also

is

acommontrait

is

the

ability

to

openly

express_warmth,

enthusiasm,

and

joyfulness.

Usually,

a

frequent

smile accompaniesthe

Transformational

Leader

to

indicate

confidence and caring.

Individualized

attention

is

anotheraspect

in

whichactions reflect consideration

for

the

individual

ability.

Another way

to

describe

their effectivetechnique

is Situational Leadership.

In

essence,

Situational

Leadership

is

exactly

what

it

says~

youmake your

leadership

decisions

based

onthesituation.

You

weigh eachproblem or

opportunity

on

its

merits,

flaws

or

impact

on

There

has

been

agreat

deal

of

focus

about

leadership

that advocates

matching

a

leader's

style withthe

capability

ofthe

follower.

The

situational

leadership

model

indicates

that

leaders

move on an

X any Y

axes of

relationship

andtask

behaviors. More

task

behaviors

and

fewer

relationship

behaviors

are needed

for

thenew

follower,

while

fewer

task

behaviors

and more

relationship

behaviors

are needed

for

themature and experience

follower.

This

concept

is brought into

sharper

focus in

Leadership

andthe

"One-Minute

Manager"

(Blanchard,

1985).

Leadership

style

is how

you

behave

when

trying

to

influence

performance of

someoneelse.

This

style of

leadership

is

a combinationof

directive

and supportive

behaviors.

(Pg. 46 Leaders

and

One

Minute Manager).

Figure

1

-

Situational

[image:17.565.123.453.378.643.2]

Although

the

preceding is

labeled

as

Situational

Leadership,

it

can

be

just

as

easily

labeled

as

Management

Techniques

in

effortstoachieve a predeterminedoutcome withinthe

organizationthrough

its

resources,

namely

people.

Leadership

There

is

a profound

difference between Leaders

and

Managers. A

goodmanager

does

things

right. A leader does

the

right

thing.

Doing

the

right thing implies

a_goal,a

direction,

an

objective,

a_vision, a

dream,

a_path,and a reach.

Lots

of people spendtheir

life

climbing

a

ladder

andthengetto the

top

and

discover it in

the

wrong

wall.

Frequently

questioned

is,

"are

leaders bom

or

made?"

(Kouzes

Posner)

It's

a

judgment

call.

No

one

knows for

sure.

Research

tellsusthat

leadership

is

a setof

learnable

competencies.

Also

noted

in

that

every

exceptional

leader

is

also a

learner.

Formal

training

and educationcan

help.

Many

leadership

skills are

successfully

learned

in

theclassroom.

But

training

alone

is

insufficient.

Leadership

learning

also comes

from

other people and

from

experiences.

A

leader is

someone who

has

the

capacity

tocreate a

compelling

visionthat takespeople

toa newplace,andtranslatesthatvision

into

action.

Leaders

draw

peopleto them

by

enrolling

them

in

theirvision.

What leaders do is inspire

_people,empowerthem.

They

pull ratherthan

push.

Leadership

is

about

innovating

and

initiating.

It

is

creative,

adaptive and agile.

The

result ofthese traits

is

effectiveness.

What is

the

underlying

foundation

of a

leader's

effectiveness?

One

term was usednumeroustimesas a

key

component of

leadership:

trust.

The

trust

factor is

Leadership

mustcreateanenvironmentwherepeople

feel

free

tovoice

dissent. This is

done

through

behavior.

You

reward people

for

disagreeing,

toreward

innovation,

andto tolerate

failure.

These

areconnectedwith

creating

a

trusting

atmosphere,

but

most oftrustcomesnot

from

aparticular

technique,

but

ratherthecharacter ofthe

leader.

It

is easily

recognizedthat trust

is

critical

in leadership. The

visionofthe

leader

must

be

compelling.

While leaders

come

in

every

_{size, shape,}and

disposition,

there

is

at

least

one

ingredient

that

every

leader

shares;

a concernwitha

guiding

_purpose,anover

arching

vision.

All

oftheleaders'

deeds

and actions must

be

congruentwiththevision.

This

includes

integrity,

whatthe

leader does

andthe

feelings

ofthe

leader.

Therefore,

Leadership

involves

the

ability

to

inspire

and

influence

the

thinking,

attitudes and

behavior

of people.

As

determined,

trust

in

the

leader is

thesum of

he

Leader's

Characteristics

versus

techniquesorstyles.

Although

the culture

in

which

leaders

grow

up

strongly influence

their

attitudesand

behaviors.

These

attitudes and

behaviors

are

being

labeled

as

Characteristics. The

following

list is

a

grouping

of

Leadership

Characteristics

as

indicated

by

the

literature

review.

It

will

be

thesecharacteristicssurveyedto

determine if

key

characteristics are common

in

deep

organzational change.

Characteristics

The

following

characteristicswere

identified in

review ofthe

literature

andthe

basis

of

the

survey

tool:

?

Accept

_your

mistakes ?

Maturity,

consistency,

reliability

?

Is

_{creative/innovative} ?

Creates

_{theenvironment} ?

Adaptability,

flexibility

?

Open

_{toconstructive}

back

_talk

& dissent

?

Importance

_of

community

?

Delegate

?

Anticipate,

thinkahead ?

Passion

for

Excellence

?

Intellectual curiosity

?

Diversity

?

Assertiveness,

tenacity

?

Persuasion,

Influence

?

Intelligence

?

Emotional

stamina,resilience

?

Availability,

approachability

?

Physical

stamina,

energy

?

Is

committed,

focused,

responsible ?

Executes,

performs,

gets results

?

Awareness

_{of other's worlds} ?

Sees

_the

long

view

?

Is

decisive

?

Gives

_{and gets respect}

?

Balances

constituency

needs ?

Sense

_of

Urgency

?

Is

fair,

reasonable;

objective ?

Has

_experience ?

Builds

&

_{supportsteams} ?

Servant

leadership

?

Is

trustworthy,

"walks

_thetalk"

?

Has

followers

?

Capability,

_competence ?

Skill

in

dealing

withpeople ?

Know

_your

followers

?

Has

integrity, honesty,

_values ?

Capacity

of aloness ?

Strategic

_alliances

?

Leads

by

example ?

Has

_{needtoachieve}

?

Capacity

_{to motivate,}energize ?

Timing

?

Link rewards,

measurements

&

vision ?

Has

_{positive outlook}

?

Common

_sense,

judgment

?

Training/coaching

?

Link

_valuestovision ?

Humor

?

Communicate, listen,

inquire

?

Trust

followers

?

Manages

change ?

Vision

CHAPTER

HI

METHODOLOGY

The

methodology

used

in

this

study

consisted of:

(1)

identification

of_{the sample,}

(2)

explanation ofthe

Delphi

Methodology,

(3)

instrumentation:

construction ofthe

initial

questionnaire,

and

(4)

methodofanalysis.

The

objectiveofthe

survey

wastoascertain

if

thesamplepopulationcouldvalidate what

key

leadership

characteristics are common

in

organizationaltransformation.

Those

characteristics usedweretheresultofthe

literature

review asoutlined

in

Chapter Two.

Sample

The

populationof

General Managers

withinthe

Conference Center

industry

wastargeted.

Initially

General

Managers

within

Marriott International

Conference Centers Brand

were

chosen.

However,

due

to

limited

size of_{population, the} scopewasexpandedto

include

selected

Conference Centers

thatare members ofthe

International

Association

of

Conference Centers

(IACC). With IACC

being

aworld wide_{organization,}and

for commonality

of

terminology,

only

Conference Centers

within

North

America

wereselected.

Research Approach

The Delphi Technique

will

be

used

in

this research.

A

critical

feature

ofthis

Technique

is

that

it

places emphasisupon

developing

expert consensus on a

topic, based

on a

series of questionnaires.

This

process allowstheselected scopeof

leaders

togive

independent

input. The Delphi Method involves

tenmajorsteps as outlined

below:

1

.

Develop

the

Delphi

question problem.

2.

Select

and contacttherespondents.

3.

Select

thesample size.

4.

Develop

andtestquestionnaire one.

5.

Analyze

resultsofquestionnaire one

6.

Develop

andtestquestionnairetwo.

7.

Analyze

resultsofquestionnairetwo.

8.

Develop

andtestquestionnairethree.

9

.

Analyze

results ofquestionnairethree.

10.

Prepare

the

final

report.

The

Delphi Method

wasusedtocompileacomprehensive

list

of

Leadership

Characteristics.

Those interested

in

more

information

onthismethod

may

referto

"Techniques

of

Structured Problem

Solving"

Research

Instrument

Phase

One

questionnaire

(Appendix

A)

was

designed

after

in

depth

reviewofthe

literature

tocapture noted

Leadership

Characteristics. Some

characteristicsare

very

close

in

meaning

andthereforewere groupedto

likeness. Once

the

grouping

of

likeness

wascompleted,

53

different

characteristics were

listed.

In

order notto

lead

the participants, thecharacteristics

onthe

survey

are

in

alphabetical order.

The

questions

for

Phase Two

and

Phase Three

are

based

onthe result oftheprevious

phases.

In

additionto the

53

different

characteristics onthe

initial

survey, the

following

additional

information

was sought:

?

Age

_range

?

Level

_ofeducation

?

Years

_withpresent

company

?

Time in

_{present position}

?

Gender

?

Years

as a generalmanager

?

Number

of rooms

?

Market property

?

IACC membership

A

cover

letter (Appendix

A),

accompaniedthe

initial

survey,

whichwas

faxed

to

the

selectedparticipants.

Most

ofthe

individuals

selected were

based

on a

long

termprofessional

relationship.

Some individuals

were approached

during

a recent conference

hosted

by

the

International Association

of

Conference

Centers, IACC,

held

in

April 1999. Each

cover

letter

was

identical.

Included

wasthereason

for

thiseffort and a

brief

summary

ofthe thesis.

Several

examples were cited on what was

deemed

an

"organizational

transformation."

It

was also

requestedthatparticipantsreflect on an applicable scenario

in

theirpresentor_{past, that}qualified

as a majortransitionalevent.

AJ1

characteristicswere selectedwiththatscenario

in

mind.

Analysis

The

results of

Phase

One

werecomplied andtabulated.

In

additionto theprofile

data

being

selected ofeach

individual

and

property,

atargetmean was selected.

This

permitted

Phase

Two

questionnaireto

be

reduced

dramatically,

which

lead

to the

final

phase

for

Key Leadership

CHAPTER

IV

RESULTS

AND FINDINGS

Sample

The

sample

for

the

Delphi

was arrived

initially

from

the

Marriott International

Conference

Center Brand. Due

to the

limited

sample _size,also selected were

Conference

Centers from

the

International Association

of

Conference

Centers (IACC). The General

Managers

surveyed were either

based

on

long

term

relationship

or a

strong

reputation

in

the

field.

Of

the

26

General Managers

_contacted,

23

completed allthreerounds.

The makeup

ofthe

respondents were as

follows:

Age

Range

The

age oftherespondents was requestedto

identify

themas groupings under

25

years,

26

-35,

36

[image:25.566.151.472.481.628.2]

-45,

46

-

55

_and

56

_{or older.}

Figure

One depicts

the_profile

Figure 2

-

Age

Range

_of

Sample

4.2% 4.2%

20.8-

Under 25

?

26

-

35

?

36

-

45

?

46

-

55

LJ

55

or

Older

Gender Profile

The

profile oftherespondentswas

19

male and

4

female.

Figure

3

-

Gender Profile

of

Sample

Male

D

Female

Total:23

Education

All

oftherespondents obtained a

degree

of

College Education. Associate Degree

17.4%,

Bachelor Degree

69.6%

and

Masters Degree

13.0%.

None

oftheselected sample

indicated

a [image:26.566.176.414.155.305.2]

Doctorate.

Figure 4

-

Level

of

Education

Associate

?

Bachelor

I

Masters [image:26.566.202.457.509.650.2]

Years

of

Experience

In

ordertogain

insight into

_{thevarious experience}

levels

of_{the respondents,}yearsas

General

Manager

were

identified.

The

average years of experience was

7.97

(see

Figure 4). The

low

was

3

months years andthe

high

of

21

years.

Figure

5

-

Participant's Years

of

Experience

as

General

Manager

25-20

o c 0)

X W

5-EL

ffl

0

'i'i'i'i1 i i i i i i i i i i^i i I i i i i i

1 3 5 7 9 11 13 15 17 19 21 23

2 4 6 8 10 12 14 16 18 20 22

In

additiontoyears as

General Manager

being

asked,years

in

present position and years with

present

company

alsowere surveyed.

However,

this

data is

not

being

illustrated.

If

this

information

appearsto

have any

relevance_{to this effort,}

further

study

will

be

required. [image:27.566.129.392.263.468.2]

Summary

of

Participants

A

summary

ofparticipantswas created

(Appendix

B),

that

identifies

the

individuals

selected,actual

title

held

at

property,

property

identification,

number of guest_rooms,

if

the

property

is externally

marketedor

not,

and

if

selected

individual

completed all three phases of

questionnaire.

Responses from

Phase

One Questionnaire

The Phase

One Questionnaire

was

faxed

to theparticipantswitha personalizedcover

letter

on

May

5,

1999,

and wereallreturned

by May

1 1,1999. The

responses werecompiledona

matrix

capturing

all

data from

therespondents and ratingsperquestions

(Appendix

C).

Once

tabulated,

a strategic

decision

was made reducethe

53

identified

characteristicsto

nearly

fifty

percent.

The

mean

for

the

Phase

One

was

7.88

whichwas used

for

Phase

Two

Questionnaire.

Phase Two Questionnaire

As

noted

in

Phase

One

Questionnaire,

all

Phase

One

responseswere

listed

and a mean

wascalculated.

With

theestablishedmean of

7.88,

all

Leadership

Characteristics

abovethat

mean were

kept for

Phase Two

questionnaire.

A

second cover

letter

was

faxed

with

Phase

Two

Questionnaire (Appendix

A).

The

cover

theobjective ofthe

survey

andaskedthen toratethe

key

characteristics

in

a

deep

organizational

change.

It

was alsorequestedto

limit

themost effectiveselectionstono morethan ten

characteristics

listed. The survey

was

faxed

on

May

25,

1999

andall responses were received

by

May 27,

1999. The

same

format

was used as

in Phase One

to

determine

themean.

Results

of

thisphase was a mean of

8.

13 Appendix D.

This

cut off generatedthe

last

phase of

10

questions.

Phase

Three Questionnaire

Phase

Three

questionnairewas

developed

aftercalculation oftheresponsesto

Phase

Two. The

calculated resultsof

Phase Two

areshown

in Appendix D. The

final

questionnaire

was

faxed

totherespondentswitha cover

letter

and questionnaire

listing

ten

Leadership

Characteristics remaining

from Phase II.

1

Adaptability,

flexibility

2

Anticipate,

thinkahead

3

Builds

&

supportsteams

4

Has

integrity,

honesty,

values

5

Is

trustworthy,

"walks

the talk

6

Leads

by

example

7

Manages

change

8

Sees

the

long

view

9

Skill

in

dealing

withpeople

10

Vision

It

was requestedtomaintainthesame scenario used

in Phase One

and

Two.

In

addition,

a

limit

ofthreeselectionsof a

"10

-

-Most

Effective"

rating

to

be

reflected onthissurvey.

(Appendix

D).

Phase Three

was

faxed

on

May 28,

1999

andthe

final

responsewas receivedon

June

3,

1999.

The

resultsofthis

survey

are shown

in

Appendix E.

Ideally

theresults wereto

be limited

in

identifying

the

top

three

Leadership

Characteristics.

However,

theresults

had

atie

for

second

place.

The

table

below illustrates

the

top

four

Leadership

Characteristics

andtheassociated [image:30.565.150.420.374.505.2]

mean.

Table 1

-Top

Four

Leadership

Characteristics

Place

Characteristic

Mean

1

Skill in

dealing

with people

8.83

2

Adaptability,

Flexibility

8.67

2

Manages

change

8.67

3

Has

integrity,

honesty

and values

8.58

It

was

clearly

evidentthat the respondents viewedskill

in

dealing

withpeople asthe

CHAPTER

V

CONCLUSION

AND RECOMMENDATIONS

Conclusion

This

study

wasexpectedto

identify

a

limited

set ofcore

Leadership

Characteristics

that

are evident

in leaders

withinthescope of conferencecenters.

Specifically,

thosetraits thatare

exhibited

during

majororganizationaltransitionswere subscribed.

The

reasonofthisresearch

is based

onthe

reality

of

increasing

complexity

ofthe

hospitality

industry,

andtheneedtounderstandwhat arethose

key Leadership

Characteristics

required

for

successful organizationaltransitions.

These

key

characteristics

may

be

critically

important

in

strategic

planning

andcorporations

may

needto

develop

or enhancetheseskills

withintheirownmanagement

hierarchy.

On

the

basis

of_research,an

understanding

of

leadership

wasgained aswellas a

comprehensive

list

ofcharacteristicsthatwere usedto

describe

Leadership. After

the

literature

reviewand

sensing communality

in

certain_{characteristics,}the

final

tencharacteristics

for survey

effortswere

mostly

anticipated.

These

arethe

final

tencharacteristics as

listed

onthe survey.

1

Adaptability,

flexibility

2

Anticipate,

thinkahead

3

Builds &

supportsteams

4

Has

integrity, honesty,

values

5

Is

trustworthy,

"walks

thetalk

6

Leads

by

example

7

Manages

change

8

Sees

the

long

view

9

Skill

in

dealing

withpeople

10

Vision

As

_mentioned,the

hypothesis

wasto

identify

a

limited

setofcore

leadership

characteristics which wereevident

in

a

leader

withinthescopeofconference

centers,

specifically in

amajor organizationalchange.

This hypothesis

wasproved positive.

With

the

object of the

survey

resulttoestablish three_{characteristics,}

it

was

interesting

toseetherewasa [image:32.565.152.428.580.655.2]

tie

for

secondplace.

Table 1

Place

Characteristic

Mean

1

Skill

in

dealing

with people

8.83

2

Adaptability,

Flexibility

8.67

2

Manages

change

8.67

What

wasalso

found

to

be

interesting

is

what characteristics

did

not makethe

top

set,

namely, Vision.

Vision

has

been

determined

athe

key

strengthof

Leadership.

However,

the

results place

it low

onthescale.

This

raises some possible questions.

Is

the

General Manager

at

a conference center a conduit of

his

organization'svision?

Or

does

the

General Manager

have

a

vision,

however it

comesto

fruition

through

interpersonal

skills?

Would

theoutcome change

if

the

General Managers

surveyedwere not a partofa

larger

organization?

What

would change

if

theapproach

had

moreofa global sample?

Recommendations

With

thecomprehensive

list

of

Leadership

Characteristics it

wouldserve of

interest

to

comparethe

findings

withinthe

Conference Center

Industry

to thatofthe

brands

orother

populationswithinthe

hospitality

industry.

This study

could

be

dissected

even

further

within

each_{population, to}

determine if

years of experience allowedtheself

nurturing

of

key

characteristics

identified from

this

study

or even

be

gender

biased.

Another

recommendationwould

be

toresearchand understand

why

allthe

literature

reviewedplacedeminenceemphasis on_vision, so

why

did

Vision

as a

Leadership

Characteristic

scoredso

low

onthe

survey

results?

Could

this

be

areflectionoftheactual rolethata

General

Manager

plays

in

theorganization?

Would

thisresult change populationtopopulation?

What

evertheresult

is,

it

would prove

beneficial

to the organizationtounderstandthose

Leadership

Characteristics.

APPENDIX

A

mtJades

ROUTE9W (914)732-6700

P.O. BOX 1025 _{(914) 732-6571 FAX}

PALISADES

EXECUTIVE_{CONFERENCE CENTER} NEWYORK 10964

*<l\n_{^aiTIOttConference Centers}

May

5,

1999

Mr. Mark

Massay

General Manager

The Power

House

at

Energy

1350 Eschelon

Parkway

Jackson,

MS 39213

Fax No. (601)952-2210

Dear Mark:

The

attached questionnaire

is

anefforton

my behalf

tovalidate a

hypothesis for my

Rochester

Institute

of

Technology

Graduate Project. In

_summary,

my

thesis

is

that

key

leadership

characteristics are evident within our

industry

when a

deep

transitionoccurs.

This

transition

could

be defined

or created

by

several scenarios.

Examples

would

inlcude

newclient orowner,

new

direction in

purpose of

facility,

newsenior managementorganization oralignment,or even

being

anew

General Manager

at a

facility. Research has

allowedmetoestablisha

list

of

characteristics

identified

by

variousexperts

in

the

field

of

leadership.

My

request

is for

you to reflect on an applicable scenario

in

your personalpresent orpastthat

qualifies asa majortransitionalevent.

Then

reviewthequestionnaire _attached, complete and

return

it

to

my

attention via

fax

number

(914)

732-6212

within

24 hours. This

will

be

a

three-phaseprocessto

determine statistically if

a valid set

key

characteristic

is

common

in

such

situations.

Thank

you

for supporting

this project and myself.

Ed Keye

General Manager

enc.

APPENDIX

A

PHASE ONE QUESTIONNAIRE

Name:

Title:

Age

Range:

Under

25

26-35

36-45

46-55

56

-Older

Level

of

Education:

Associate

Degree

Bachelor

Masters

Doctorate

Years

with

Present

Company:

Years

in Position:

Gender

Male

Female

Name

of

Property:

Number

of

Rooms:

IACC Membership:

In

yourrole as

General

Manager,

please

indicate

which ofthe

following leadership

Characteristics

you

found

most critical

in

a successful organizationaltransition.

Least Most

Effective Effective

Least Most

Effective Effective

1 Acceptyourmistakes 12345678910 27 Iscreative/innovative 123456789 10 2

Adaptability,

flexibility

123456789 10 28 Importanceof_community 123456789 10 3 _Anticipate,thinkahead 123456789 10 29 Intellectual_curiosity 12345678910 4

Assertiveness,

_tenacity 123456789 10 30 Intelligence 123456789 10 5

Availability,

_{approachability} 123456789 10 31 Iscommitted,

focused,

responsible 123456789 10 6 Awarenessof other's worlds 12345678910 32 Is decisive 123456789 10

7 Balancesconstituencyneeds 123456789 10 33 Is

fair,

reasonable;objective 12345678910 8 Builds&supportsteams 12345678910 34 _{Is trustworthy, "walks}thetalk"

123456789 10

9

Capability,

competence 12345678910 35 Knowyourfollowers 123456789 10 10

Capacity

ofaloness 12345678910 36 Leads

by

example 123456789 10 11

Capacity

tomotivate,energize 123456789 10 37 Linkrewards,measurements&

vision

123456789 10

12 Commonsense,judgment 12345678910 38 Linkvaluestovision 12345678910 13

Communicate,

listen,

inquire 123456789 10 39 Manageschange 123456789 10 14 Courageto

lead;

risktaker 12345678910 40

Maturity,

consistency, reliability 123456789 10 15 Createstheenvironment 12345678910 41 Opentoconstructivebacktalk&

dissent

12345678910

16 Delegate 12345678910 42 Passionfor Excellence 123456789 10 17

Diversity

123456789 10 43 Persuasion,Influence 123456789 10 18 Emotional stamina,resilience 123456789 10 44 Physicalstamina,energy 123456789 10 19

Executes,

performs,getsresults 123456789 10 45 Seesthe

long

view _{123456789 10}

20 Givesand gets respect 12345678910 46 Senseof

Urgency

123456789 10

21 Hasexperience 123456789 10 47 Servant

leadership

123456789 10

22 Has followers 12345678910 48 Skill in

dealing

withpeople 12345678910

23 Has

integrity, honesty,

values 12345678910 49 Strategicalliances 12345678910

24 Hasneedtoachieve 12345678910 50

Timing

123456789 10

25 Haspositiveoutlook 12345678910 51

Training/coaching

12345678910

26 Humor 12345678910 52 Trustfollowers 12345678910

MlfSAIS

EXECUTIVECONFERENCE CENTER

ROUTE 9W (914)732-6700

P.O. BOX 1025 (914)732-6571 FAX

PALISADES

NEWYORK 10964

May

17,

1999

Mr. Dan

Gustafson

General Manager

Hickory

Ridge

Conference

Center

1 195

Summerhill

Drive

Lisle,

IL

60532-3

190

Dear Dan:

Fax No. (630)971-6956

Thank

you

for

your support and

feed back

on

my

research effort!

As

mentioned

in my initial

letter,

thiswill

be

athreephase effort.

Each survey

will

be

reduced

dramatically,

based

onthe

feedback from

selectedcolleagueswithin our

industry.

Please apply

thesamemethodontheattachedsurvey.

Again,

theobjective

is

toascertain

if

aset of

key leadership

characteristics areprevalent

in

a

deep

organizationalchange ortransformation as

personally

experienced.

It

is important

thatyou

limit

the

"most

effective"

selection tonomorethan tencharacteristics.

Once

again,thankyou

for

your assistance.

Ed Keyes

General Manager

enc.

30

>

APPENDIX

A

PHASE TWO

Leadership

Characteristics

in

an

Organizational Change

Name:

Least Most

Effective effective

1

Adaptability,

flexibility

123456789

10

2

Anticipate,

thinkahead

123456789 10

3

Availability,

approachability

123456789 10

4

Builds

&

supportsteams

123456789 10

5

Capacity

to

motivate,

energize

123456789

10

6

Common

sense,

judgment

123456789

10

7

Communicate,

listen,

inquire

123456789 10

8

Courage

to

lead;

risktaker

123456789

10

9

Emotional

stamina,resilience

123456789 10

10

Executes,

performs,

gets results

123456789 10

11

Gives

and gets respect

123456789 10

12

Has

integrity,

honesty,

values

123456789 10

13

Has

positive outlook

123456789 10

14

Humor

123456789 10

15

Is

committed,

focused,

responsible

123456789 10

16

Is

decisive

123456789 10

17

Is

fair,

reasonable; objective

123456789

10

18

Is

trustworthy,

"walks

thetalk"

123456789 10

19

Leads

by

example

123456789

10

20

Manages

change

123456789 10

21

Maturity,

consistency,

reliability

123456789

10

22

Open

toconstructive

back

talk

& dissent

123456789

10

23

Passion for Excellence

123456789 10

24

Sees

the

long

view

123456789

10

25

Skill

in

dealing

with people

123456789

10

26

Vision

123456789

10

If

you

have

any

calls pleasecall

Ed

Keyes

at

(914)

732-6300

PALISADES

EXECUTIVECONFERENCE CENTER

ROUTE 9W (914)732-6700

P.O. BOX 1025 (914)732-6571 FAX PALISADES

NEW YORK 10964

May

28,

1999

Mr.

Ray

O'Mara

General Manager

Wye River

Conference Centers

atthe

Aspen Institute

201 Wye

Woods

Way

Queenstown,

MD 21658

Fax No.

(410)

827-9295

Dear Ray:

Your input

and responsiveness on thiseffortto

date is very insightful

andappreciated!

This is

the

last

survey!

Please

review andevaluatethe

listed

characteristics.

Continue

with the same scenario as you used

in Phase One

and

Two.

Only

threecharacteristics should

be

gradedasa

10

-

Most Effective.

The

objective

is

toanalyzethese results and submit

my first draft

to the

Rochester Institute

of

Technology

on

June 17. When

the thesis

has been

_approved,

I

will

inform

you ofthe resultson

thiseffort.

Warm

regards,

Ed Keyes

General Manager

enc.

32

APPENDIX

A

PHASE

THREE

Leadership

Characteristics

in

an

Organizational

Change

Name:

Least

Effective

*Most

Effective

1

Adaptability,

flexibility

123456789 10

2

Anticipate,

think

ahead

123456789

10

3

Builds &

supports

teams

123456789

10

4

Has

integrity,

honesty,

values

123456789

10

5

Is

trustworthy,

"walks

the

talk"

123456789 10

6

Leads

by

example

123456789

10

7

Manages

change

123456789 10

8

Sees

the

long

view

123456789 10

9

Skill

in

dealing

withpeople

123456789

10

10

Vision

123456789 10

*

Please only

ratethreecharacteristics witha

10

-

Most Effective.

If

you

have

any

calls pleasecall

Ed Keyes

at

(914)

732-6300

APPENDIX B

SUMMARY

OF PARTICIPANTS

SUMMARY OF THE

PARTICIPANTS

Name Title

Property

Numberof

Rooms

Marketed

Property

Phase 1,2and3

Gary

Annitage General

Manager

New England

ConferenceCenter

115 Yes Yes

Yves Badarux General

Manager

Jesse Jones

Rotary

House

198 No Yes

Linda Brabandt General

Manager

The Inn &Conference

Center

111 Yes Yes

George Burns General

Manager

DoralArrowwood

Conference Center

- - No

SteveContos General Manager

ChateauElan Conference Center

391 Yes Yes

Kyle Covington General

Manager

TerracesHotel &

ConferenceCenter

109 Yes Yes

Dean Edwards General

Manager

Meadow View

ConferenceCenter

175 Yes Yes

Ed French General

Manager

TheCouncil House

ConferenceCenter

20 No Yes

DanGustafson General Manager

Hickory

Ridge Conference Center

383 Yes Yes

John Hearns General

Manager

Evergreen Conference Center

249 Yes Yes

Fred Julious General

Manager

The Founders Inn Conference Center

265 Yes Yes

Kyle Krause General

Manager

Westfields Conference Center

335 Yes Yes

David Leftwich General

Manager

G.E Crotonville

Conference Center

148 No Yes

Deborah Lein General

Manager

G.E. Medical Systems

EducationCenter

143 No Yes

Regan Linke General

Manager

George Town Conference Ctr.

146 Yes Yes

Mark

Massay

General Manager

ThePowerHouse Conference Center

- - _No

Jim McTygue General

Manager

BurkshireConference

Ctr.

119 Yes Yes

RayOmara General

Manager

Wye River Conference Ctr.

86 Yes Yes

A.J. Panaia General

Manager

Merrill Lynch

ConferenceCtr.

342 Yes Yes

NeilPompan Asst. General

Manager

The Forrestalat

PrincetonConference Center

241 Yes Yes

JohnRyan General

Manager

U. Michigan Executive

Conference Center

" - No

Joe Sebestyen General

Manager

USPS

Housing

&

Recreational

Facility

1,000 Yes Yes

EllenSiclaire General

Manager

ATT

Learning

Center 172 No Yes

Dave Vogt General

Manager

Edith

Macy

Conference

Center

46 Yes Yes

Peter Werner General

Manager

IBM

Learning

Center 182 No Yes

JanZack Directorof

GlobalActs.

Chauncey

Conference

Center

APPENDIX C

PHASE ONE

RESULTS

PHASE ONE RESULTS

In

yourrole as

General

Manager,

please

indicate

whichofthe

following

leadership

Characteristics

you

found

most critical

in

a successfulorganizationaltransition?

Question Mean Question Mean

1 Acceptyour mistakes 7.17 27 Iscreative/innovative 7.29 2

Adaptability,

flexibility

9.29 28 ImportanceofcommuniU' _5.67

3

Anticipate,

thinkahead 9.08 29 _{Intellectual curiosity} 6.58

4

Assertiveness,

_tenacity 7054 30 Intelligence 7.42 5

Availability,

_{approachability} 8.58 31 Iscommitted,

focused,

responsible 8.33

6 Awarenessof other'sworlds 7.75 32 Is decisive 8.13

7 _{Balances constituency}needs 6.29 33 Is

fair,

reasonable;objective 8.50 8 Builds &supportsteams 8.54 34 Is trustworthy, "walksthetalk"

8.83

9

Capability,

competence 7.42 35 Knowyourfollowers 6.88

10

Capacity

of aloness 5.17 36 Leads

by

example 8.67

11

Capacity

tomotivate,energize 8.63 37 Linkrewards,measurements&vision 7.58 12 Commonsense,judgment 8.71 38 Linkvaluestovision 7.42 13

Communicate, listen,

inquire 8.92 39 Manageschange 8.17

14 Courageto

lead;

risktaker 8.42 40

Maturity,

consistency,reliability 8.00

15 Createstheenvironment 7.42 41 Opentoconstructivebacktalk& dissent

8.13

16 Delegate 7.50 42 Passion for Excellence 8.70

17

Diversity

6.67 43

Persuasion,

Influence 7.71 18 Emotional stamina,resilience 7.88 44 Physicalstamina,energy 7.58

19

Executes,

performs,gets results 8.54 45 Seesthe

long

view 8.17

20 Givesand gets respect 8.33 46 Senseof

Urgency

7.58

21 Hasexperience 6.92 47 Servant

leadership

6.92 22 Has followers 6.29 48 Skillin

dealing

with people 8.67

23 Has

integrity, honesty,

values 9.00 49 Strategicalliances 7.58

24 Hasneedtoachieve 7.83 50

Timing

7.08 25 Haspositive outlook 8.83 51

Training/coaching

7.42

26 Humor 7.92 52 Trust followers 7.79

53 Vision 8.83

APPENDIX

D

PHASE TWO

RESULTS

PHASE TWO RESULTS

Leadership

Characteristics

in

an

Organizational Change

Question

Mean

1

Adaptability, flexibility

8.13

2

Anticipate,

thinkahead

8.29

3

Availability,

approachability

7.83

4

Builds &

supportsteams

8.21

5

Capacity

to

motivate,

energize

8.04

6

Common

_sense,

judgment

7.63

7

Communicate, listen,

inquire

8.50

8

Courage

to

lead;

risktaker

7.83

9

Emotional stamina,

resilience

7.33

10

Executes,

performs,

gets results

8.04

11

Gives

and gets respect

7.46

12

Has

integrity,

honesty,

values

8.58

13

Has

positive outlook

8.04

14

Humor

7.08

15

Is

committed,

focused,

responsible

7.75

16

Is

decisive

7.46

17

Is

fair,

reasonable; objective

7.13

18

Is

trustworthy,

"walks

thetalk"

8.21

19

Leads

by

example

8.13

20

Manages

change

8.33

21

Maturity,

consistency,

reliability

7.08

22

Open

toconstructive

back

talk

& dissent

7.54

23

Passion

for

Excellence

7.79

24

Sees

the

long

view

8.13

25

Skill

in

dealing

withpeople

8.46

26

Vision

8.58

Medium

-8.13

APPENDIX E

PHASE THREE

RESULTS

PHASE THREE

RESULTS

Leadership

Characteristics

in

an

Organizational Change

Please only

ratethree characteristicswith a

10

-

Most Effective

QUESTION

MEAN

1

Adaptability,

flexibility

8.67

2

Anticipate,

thinkahead

8.50

3

Builds

&

supportsteams

8.33

4

Has

integrity, honesty,

values

8.58

5

Is

trustworthy,

"walks

thetalk"

8.54

6

Leads

by

example

8.38

7

Manages

change

8.67

8

Sees

the

long

view

7.96

9

Skill

in

dealing

withpeople

8.83

10

Vision

8.29

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