Performance Management in a Hospitality Industry

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CHAPTER 2: LITERATURE REVIEW

2.1 Background of the Study

It is a well established fact that both good leaders and good followers exhibit some of the same characteristics. Both think for themselves, both are active in the leadership process, and both exhibit positive energy that leads towards a good performance. Individuals who display these characteristics are often referred to as “leaders in disguise”. The current study will discuss the importance of the Performance Management in a hospitality Industry. The lack of clear followership trait analysis has negatively constrained professional development programs that include a reliance only on leadership skills. Traditionally, the staff of professional development programs devote little time and attention to developing effective follower skills because most organizational leaders erroneously assume that employees know how to follow. An understanding of followership characteristics will enable leaders to develop other great leader's one follower at a time. Followership skills are part of leadership skills and followership skills are the foundation of leadership. To identify followers with good followership skills, who are potentially good leaders it is necessary to capitalize on the characteristics and skills within the leadership process (Amabile, 1983, 376).

2.2 The relationship between leadership and performance

Leadership research indicates the follower is a passive element and not relevant when considering leadership. The study involved developing patterns of information demonstrating whether followership is vital to leadership. The study also involved searching for information that would aid in thematic awareness of the idea that to lead, one must know how to follow. The author known as Adair in 2008 contended, “Followership is not a part of leadership, leadership is a part of followership. Leaders in business may use the knowledge and information gained to aid them in developing leadership programs within their respective organizations. Individuals taught to understand the nature of followership will be better prepared to become the leaders of the future within their organizations. Organizational leaders spend 80% of their training time on 20% of the organization: leadership. Conversely, organizational leaders spend 20% their time on the followers. The author known as Dixon in 2008 contended American leaders are preoccupied with leadership and leadership development. The current research helps to eliminate the gap between leadership and followership and provide information that can be developed and added to all levels of the leadership curriculum (Brotherton, 2003, 120).

To achieve performance benefits, proactive employees seek to build strong networks with those who have the influence and resources to succeed. Proactive employees seek to build a social environment that will lead to their own success. In administrative situations, a proactive personality may benefit the effectiveness of proactive employees as they will seek solutions to organizational problems. Employees with proactive personalities would be more likely to be self starters and take the initiative to begin projects without cues from supervisors to benefit the organization. Combinations of traits and attributes, rather than being additive, are independent single traits and more likely to predict leadership ...