Developing Leadership and Management Skills Case Study

Introduction - Luxury Hotel: Staff & Strategy

In order to guarantee long-term success and outstanding visitor experiences, the hospitality industry's changing landscape—especially in the independent boutique luxury hotel sector—requires a sophisticated and effective leadership style. The psychodynamic approach to leadership is relevant and has consequences in this setting that should be carefully considered. The applicability of the psychodynamic approach to leadership within a particular organisation in the independent boutique luxury hotel industry is assessed critically in this paper. With a thorough examination of this strategy, its possible efficacy, and its influence on organisational performance, this paper seeks to shed light on the complex dynamics of leadership in the hospitality sector.

The Psychodynamic Approach has gained popularity for its emphasis on emotional intelligence and customised leadership techniques. It is based on the study of human behaviour and the impact of previous experiences on present behaviours. Although this method emphasises the need of self-reflection and emotional intelligence, its suitability in the context of the luxury hotel industry needs to be carefully considered. The paper also explores other leadership philosophies that could be more suited for developing a vibrant and successful organisational culture, as well as potential warning indicators that management should be aware of, signalling employee and organisational unhappiness. This study aims to give a thorough investigation of the applicability and consequences of the psychodynamic approach to leadership in the context of the independent boutique by examining these crucial components.

Working part-time and struggling to meet deadlines? Let a dedicated Assignment Helper handle the load. Get custom, deadline-driven assignments at affordable rates. Try us today and reclaim your time!

How effective do you believe this approach would be and what impact would this have on the overall performance of the organisation?

San Domenico House is a boutique hotel that would benefit immensely from using the Psychodynamic Approach to leadership. The establishment is well-known for its exquisite elegance and customised guest experiences. This strategy, which is based on a knowledge of the complex relationships between human behaviour and emotions, has the potential to greatly improve San Domenico House's overall performance and success by promoting an organisational culture that is more cohesive, empathic, and productive (San Domenico House, 2023).

First of all, the Psychodynamic Approach stresses the need of comprehending how individual behaviours and reactions are shaped by prior experiences. By putting this idea into practise, San Domenico House's management might learn more about the distinctive characteristics and sensitive spots of each employee (Kets de Vries and Cheak, 2014). For instance, the management of the hotel could be able to see how some team members may have acquired particular reaction patterns as a result of their prior employment or personal histories. By recognising these trends, the leadership would be able to modify its methods of management, communication, and incentive to better suit the varied demands of the workforce. Furthermore, the Psychodynamic Approach emphasises how important it is to recognise the unconscious forces influencing worker behaviour (Fonagy, 2015). This knowledge may contribute to the creation of a more understanding and encouraging work environment at San Domenico House. A culture of psychological safety and trust may be fostered and employee performance might be hampered by emotional obstacles, motives, and underlying anxieties that the leadership could identify and address. One way that management might promote a sense of loyalty and belonging among employees is by holding frequent one-on-one meetings where they can discuss problems raised by staff members in an open and supportive environment (Velykodna, 2021). The Psychodynamic Approach also pushes leaders to be self-aware and conscious of their own feelings. Decision-making procedures at San Domenico House may become more efficient and compassionate if this idea were to be applied to the leadership. Senior hotel management, including the CEO, could, for instance, get a better awareness of their own emotional triggers and biases that may influence how they engage with employees. San Domenico House should encourage a more supportive and cooperative leadership style, as well as a culture of professional growth and mentoring, by cultivating self-awareness and emotional intelligence within the leadership (Petriglieri and Stein, 2012).

Daniel Goleman's Emotional Intelligence (EI) model is one that fits in nicely with the application of the Psychodynamic Approach in the setting of San Domenico House. Self-awareness, self-control, empathy, and social skills are highlighted by the EI model as essential elements of successful leadership. The leadership at San Domenico House could create a work environment that values emotional intelligence, builds strong interpersonal relationships, and promotes open communication and collaboration among the staff by fusing the elements of EI with the principles of the Psychodynamic Approach. For instance, to improve staff members' emotional intelligence and interpersonal skills, hotel management might host workshops and training sessions. San Domenico House could foster a more cohesive and encouraging team dynamic that would increase staff engagement and visitor satisfaction by fostering a culture that prioritises empathy and effective communication (Perloff, 1997).

In the end it can be said that, San Domenico House's total performance and success may be significantly impacted by the incorporation of the psychodynamic approach to leadership inside the organization's operations. The hotel's management should establish a work environment that appreciates the individual experiences and emotional health of its employees by promoting an understanding, empathy, and emotional intelligence culture. This would therefore help the luxury hospitality industry gain a greater competitive edge, better visitor experiences, and happier employees.

What potential warning signs should management be aware of that could be sign of employee and organisational distress?

Potential Warning Signs of Employee and Organizational Distress at San Domenico House

The management of San Domenico House must be alert and proactive in seeing any warning indications of employee and organisational discomfort given the fast-paced and demanding nature of the hospitality sector. Early detection of these signs enables management to address underlying problems and create a resilient and supportive work environment. Some important warning indicators that management should be aware of are highlighted in the following subsections:

1. High Employee Turnover Rates and Reduced Employee Engagement: Elevated rates of employee turnover denote a noteworthy proportion of staff members departing from the company within a given period, which is sometimes suggestive of underlying problems including job discontent, insufficient prospects for professional advancement, or an unfavourable work atmosphere. Decreased emotional investment and excitement for their jobs are referred to as reduced employee engagement, and they have a negative impact on work satisfaction, productivity, and organisational loyalty. Both high rates of employee turnover and low levels of engagement can cause work disruptions, lower team morale, and ultimately have a detrimental effect on the organization's culture and general performance (Sampson, 2014).
2. Increased Conflict and Tension Among Team Members: A difficult work environment inside the organisation, heightened conflicts, and strained relationships are all indicated by increased conflict and tension among team members. Miscommunication, role ambiguity, competing goals, and unresolved interpersonal difficulties are some of the possible causes of this. These conflicts can impair teamwork, lower morale generally, and obstruct efficient decision-making procedures. Increased disagreement and stress among team members can eventually damage the organization's performance and reputation by creating a toxic work atmosphere, decreasing productivity, and possibly even lowering the standard of customer service (Ahmad et al., 2018).
3. Decline in Guest Satisfaction and Negative Reviews : A drop in customer satisfaction is defined as a fall in the overall satisfaction ratings that patrons express, which is frequently demonstrated by unfavourable evaluations, grievances, or a drop in customer retention rates. Guest discontent with the organization's overall experience, facilities, or service quality is reflected in negative evaluations. Such comments have the potential to turn off new guests and damage the hotel's image, which might result in a decline in sales. A drop in visitor satisfaction may be a sign of possible issues with customer service, overall guest experience, or service delivery, and it will require quick corrective action to win back the confidence and loyalty of the customer base (O’Neill and Davis, 2011).
4. Absenteeism and Decreased Productivity : Frequent absences from work, whether scheduled or unscheduled, are referred to as absenteeism and frequently point to underlying problems including low morale, job unhappiness, or personal stress. Conversely, decreased productivity indicates a discernible drop in the volume or calibre of work produced, which can be attributed to inefficiencies, a loss of drive, or insufficient funding. Reduced productivity and absence may both impede project timeframes, throw off workflow, and cost the company extra money. It is vital to tackle these concerns in order to guarantee a constructive work atmosphere, preserve operational effectiveness, and uphold peak organisational achievement. (Khuong and Linh, 2020)

Applying Competitive Analysis Models to the Boutique Luxury Hotel Sector:

In order to properly handle the indicators of organisational and employee unhappiness at San Domenico House, a thorough competitive study of the boutique luxury hotel market must be carried out. In order to improve the hotel's competitive edge and inform strategic decision-making, management may obtain important insights into market trends, consumer preferences, and best practises by utilising competitive analysis models. The Porter's Five Forces framework and the SWOT analysis are two well-known frameworks that may be used in this situation.

SWOT:

1. Strengths: To take use of San Domenico House's competitive advantages, pinpoint its USPs, such as its individualised guest experiences, strategic location, and first-rate hospitality services.
2. Weaknesses: To address any current issues, consider possible areas for development inside the company, such as internal communication, staff training, and visitor feedback systems.
3. Possibilities: Examine new consumer preferences, technology developments, and market trends in the luxury hotel industry to find fresh chances for expansion and creativity.
4. Threats: Evaluate outside variables that could affect San Domenico House's market positioning and long-term viability of operations, such as shifting customer behaviour, market saturation from competition, and economic uncertainty (Göral, 2015).

Porter's Five Forces Analysis

1. Danger of New Entrants: This factor assesses how simple it is for new rivals to enter the market. This danger is influenced by elements including economies of scale, brand loyalty, and entry hurdles. High entry barriers, such as significant capital expenditures, strict regulatory requirements, and the need for specialised knowledge, may discourage new entrants and lessen the threat in the context of the boutique luxury hotel industry.
2. Suppliers' Bargaining Power: This force evaluates how suppliers affect the profitability of the sector. Suppliers in the hotel industry may include companies that offer first-rate linens, opulent amenities, and fine cuisine ingredients. Suppliers may have more negotiating leverage if there are few alternative suppliers or if switching would be expensive. This might have an effect on the hotel's operating expenses and profit margins.
3. Customer Bargaining Power: This force looks at how consumers affect the market. Customers in the premium hotel market are looking for great service and customised experiences. A high number of similar luxury hotels or cheap switching costs for visitors can both boost a customer's bargaining power. To counteract this influence, hotels must set themselves apart with exceptional service and distinctive services (Tsai, Song and Wong, 2009).
4. Danger of Substitute Goods or Services: This force examines the possibility that consumers will go to non-industry alternatives. Alternative goods or services that might be used in place of boutique luxury hotels include high-end boutique lodging, luxury resorts, or private vacation rentals. Hotels need to highlight their distinctive value propositions, outstanding guest experiences, and premium facilities that distinguish them apart from other accommodation options (Tsai, Song and Wong, 2009).
5. Competitive Rivalry Intensity: This force evaluates the degree of industrial competitiveness. When many high-end hotel companies compete for the same wealthy clientele, it can lead to fierce rivalry in the boutique luxury hotel industry. Elements like price tactics, ways to differentiate services, and branding initiatives are important in figuring out how fierce a competition will be. To be competitive, hotels must constantly innovate and improve their products (Lehr, 2023).

San Domenico House may have a thorough grasp of its internal and external competitive advantages and disadvantages, as well as the larger competitive dynamics in the boutique luxury hotel industry, by utilising these competitive analysis methods. The management will be able to make well-informed decisions and carry out focused initiatives thanks to this strategic assessment, which will also improve the hotel's overall competitiveness, market positioning, and long-term sustainability within the hospitality sector. It will also address potential warning signs of employee and organisational distress.

Suggest a more suitable leadership or alternative approach

The Emotional Intelligence (EI) Leadership Model is an alternate leadership method that might supplement the Psychodynamic method at San Domenico House, given the complex dynamics of human behaviour and the substantial effect of emotional intelligence in the workplace. The development of self-awareness, self-regulation, social skills, empathy, and motivation is the main goal of this model. These traits are necessary to create a happy and effective work environment in the luxury boutique hotel industry.

The EI Leadership Model places a strong emphasis on the value of self-awareness and challenges leaders to recognise their own feelings, assets, and weaknesses. Through the cultivation of a sharp sense of self-awareness, the management at San Domenico House is more equipped to identify their own emotional triggers and biases, which helps them better control their responses—especially under pressure. This increased self-awareness may help a leader become more collected and sympathetic, which can help the organisation develop a culture of open communication and trust. The approach also highlights how important self-regulation is in helping leaders control their impulses and emotions in a responsible and positive way. The hotel's leadership may function as role models for the staff by exhibiting emotional self-control and remaining composed in the face of difficult situations. This will help to foster a culture of resilience, flexibility, and successful conflict resolution. This may have a big impact on creating a supportive and encouraging work atmosphere for staff members, which will boost their job satisfaction and the effectiveness of the company as a whole. The EI Leadership Model also emphasises the value of empathy, urging leaders to comprehend and take into account the feelings and viewpoints of others on their team. The management may cultivate an inclusive and collaborative culture that strengthens interpersonal bonds and fosters productive cooperation by exhibiting empathy and paying attention to the worries and wants of the employees. At San Domenico House, this strategy may result in increased work satisfaction, improved staff involvement, and a more unified and encouraging corporate culture.

Furthermore, the EI Leadership Model emphasises the value of social skills by stressing the role of relationship-building, effective communication, and cooperation. Strong interpersonal skills, a culture of candid communication, and constructive criticism are all ways that the hotel's leadership can build a cohesive and cooperative workplace where staff members feel appreciated and inspired to give it their all. This may result in enhanced visitor experiences, higher staff morale, and a strong sense of togetherness and camaraderie inside the organisation (Ahmad et al., 2018).

Conclusion

So, from the overall study it can be concluded that, through the integration of the psychodynamic approach and the principles of the Emotional Intelligence Leadership Model, San Domenico House can establish a strong leadership framework that prioritises emotional intelligence, builds trusting relationships, and advances a mutually respectful and understanding culture. In the luxury boutique hotel industry, this integrated strategy may support a productive workplace, increased visitor happiness, and long-term organisational success.

References

Ahmad, A., Munir Mohd. Salleh, A., Omar, K., Abu Bakar, K. and Abd. Wahab Sha’arani, K., 2018. The Impact of Leadership Styles and Stress on Employee Turover Intention in Terengganu Hotel Community. International Journal of Engineering & Technology, [online] 7(3.21), p.38. https://doi.org/10.14419/ijet.v7i3.21.17091.

Anon 2023. San Domenico House. [online] San Domenico House. Available at: <https://sandomenicohouse.com/?gclid=Cj0KCQjwtJKqBhCaARIsAN_yS_ksKFlKgA4r5kitD2nc-C7uGolGxS6Rdd6qUtrfCD1cs-w5r1Gs2qkaAqIwEALw_wcB>.

Fonagy, P., 2015. The effectiveness of psychodynamic psychotherapies: An update. World Psychiatry, [online] 14(2), pp.137–150. https://doi.org/10.1002/wps.20235.

Göral, R., 2015. Competitive Analysis of the Hotel Industry in Konya by Using Porter’s Five Forces Model. European Journal of Economics and Business Studies, [online] 3(1), p.106. https://doi.org/10.26417/ejes.v3i1.p106-115.

Kets de Vries, M.F.R. and Cheak, A., 2014. Psychodynamic Approach. SSRN Electronic Journal. [online] https://doi.org/10.2139/ssrn.2456594.

Khuong, M.N. and Linh, U.D.T., 2020. Influence of work-related stress on employee motivation, job satisfaction and employee loyalty in hospitality industry. Management Science Letters, [online] pp.3279–3290. https://doi.org/10.5267/j.msl.2020.6.010.

Lehr, D., n.d. An Analysis of the Changing Competitive Landscape in the Hotel Industry Regarding Airbnb. [online] https://doi.org/10.33015/dominican.edu/2015.bus.01.

Mohamed, L.M., 2015. An exploratory study on the perceived work stress by individual characteristics: The case of Egyptian hotels. Journal of Hospitality and Tourism Management, [online] 25, pp.11–18. https://doi.org/10.1016/j.jhtm.2015.08.001.

O’Neill, J.W. and Davis, K., 2011. Work stress and well-being in the hotel industry. International Journal of Hospitality Management, [online] 30(2), pp.385–390. https://doi.org/10.1016/j.ijhm.2010.07.007.

Perloff, R., 1997. Daniel Goleman’s Emotional intelligence: Why it can matter more than IQ. The Psychologist-Manager Journal, [online] 1(1), pp.21–22. https://doi.org/10.1037/h0095822.

Petriglieri, G. and Stein, M., 2012. The Unwanted Self: Projective Identification in Leaders’ Identity Work. SSRN Electronic Journal. [online] https://doi.org/10.2139/ssrn.2030314.

Sampson, W.-G., 2014. Work-related Stress in Hotels: An Analysis of the Causes and Effects among Frontline Hotel Employees in the Kumasi Metropolis, Ghana. Journal of Tourism & Hospitality, [online] 04(02). https://doi.org/10.4172/2167-0269.1000127.

Tsai, H., Song, H. and Wong, K.K.F., 2009. TOURISM AND HOTEL COMPETITIVENESS RESEARCH. Journal of Travel & Tourism Marketing, [online] 26(5–6), pp.522–546. https://doi.org/10.1080/10548400903163079.

Velykodna, M., 2021. Psychoanalysis during the COVID-19 pandemic: Several reflections on countertransference. Psychodynamic Practice, [online] 27(1), pp.10–28. https://doi.org/10.1080/14753634.2020.1863251.