The COVID-19 pandemic presented unprecedented challenges for the hotel industry.

Industry decision-makers worldwide faced severe disruptions in their operations due to mandatory quarantines and the great resignation. Lockdowns, travel restrictions and health concerns led to plummeting revenues and layoffs. In the face of this crisis, effective leadership in hotels took on new dimensions. Hotel managers and employees were operating in the unknown and an unfamiliar territory.

This new normal exhibited notable leadership styles for effective crisis management in hotel businesses post-COVID-19. Transformational leadership and charismatic leadership produce influential power, and authoritative or autocratic leadership creates authoritative power. Yet, crisis management required a flare of influential power and authoritative power to educate, motivate and lead followers toward unique and collective COVID protocol and industry goals.

This article explores the profound changes in leadership styles and strategies that have emerged in the post-pandemic hospitality landscape.

Before the pandemic, leadership in hotel management was characterized by attributes such as charisma, customer-centricity and a focus on enhancing guest experiences. Transformational leadership, which emphasized visionary thinking and inspirational motivation, was highly valued. However, the pandemic altered the industry's dynamics and brought forth new leadership imperatives. This is not to suggest that transformational leadership is outdated or unproductive for crisis management or for post-pandemic work environments. Transformational leadership and authoritative leadership can be integrated into other leadership practices to equip followers with the skills to manage crisis situations and to be proactive about future crises that might occur.

The pandemic necessitated a rapid shift in leadership paradigms. Leaders in hospitality had to pivot from long-term strategic planning to real-time crisis management decisions and solutions. Agility became a core leadership trait as leaders had to adapt to ever-changing circumstances. Without flexibility, hotel businesses faltered, failing to address pandemic concerns and to retain quality employees. These strategies no longer served the current needs of hospitality and tourism businesses, so new strategies were fabricated to tackle the new norm in hotels, restaurants, etc. New strategies included:

• Employee Well-Being: Leaders had to prioritize the safety and well-being of their employees. This involved implementing stringent health and safety protocols and ensuring that staff felt supported and protected.
• Financial Resilience: Financial management took center stage as leaders navigated the economic fallout. This included securing government aid, renegotiating contracts and identifying new revenue streams.
• Innovation: The pandemic forced leaders to think creatively. Many embraced technology to enhance contactless experiences, implement online ordering and delivery services, and reconfigure spaces to meet social distancing requirements.

Empathy emerged as a critical leadership quality during the pandemic. Leaders needed to connect with their teams on a human level, understanding the anxieties and concerns brought on by the crisis. Transparent communication became paramount, as leaders kept staff informed about the evolving situation. Leaders were required to speak from their hearts and their personal experiences while attempting to mitigate the fears of their employees. This approach challenged leaders to express their personal fears and lack of understanding about this unknown virus that wreaked havoc on the hotel industry. Leaders had to pivot from day-to-day operations to inspiring the best from employees in an unfamiliar crisis. Hotels and restaurants had to play a role in serving less fortunate individuals and families, so leaders had to temporarily shift from a profit-driven perspective to a corporate social responsibility outlook.
In the post-pandemic hotel world, leadership extends beyond the confines of the establishment. Leaders are increasingly engaged in community initiatives and demonstrate corporate social responsibility. These efforts not only contribute to the greater good but also enhance the reputation of hotel businesses. Some hotels took in people who were displaced during the pandemic while some restaurants provided discounted and free meals to people in need. This new norm needed both leadership powers, influential and authoritative, to inspire followers to give more and to serve their community. Leaders were expected to implement CDC directives and to create practices that would survive the COVID pandemic. There are many sustainable practices that derived from the pandemic, such as green promotion strategies, green physical environment and food waste management.

The pandemic spotlighted the vulnerability of the hotel industry to external shocks. This prompted a reevaluation of business practices, with sustainability taking center stage. Leaders recognized the importance of environmental and social responsibility and integrated sustainability into their strategies. This included reducing waste, conserving resources and supporting local communities.

Technology adoption, which was already underway before the pandemic, accelerated significantly. Leaders in hotel management had to embrace digital tools and innovations to remain competitive. This included contactless check-ins, mobile payments and data-driven guest personalization. Leaders had to navigate this tech-driven transformation while ensuring that the human touch and personalized guest experiences remained intact.

Remote work and flexible work arrangements have become part of the new normal, and have required hospitality leaders to adapt.

The pandemic also highlighted disparities within the industry in terms of employment and opportunities. Leaders are now focusing on creating more inclusive workplaces, emphasizing diversity and equality. This not only aligns with societal values but also leads to improved decision-making and innovation.

The COVID-19 pandemic has reshaped the hotel industry in profound ways. Leaders in hotel management have been at the forefront of these changes, adapting to new challenges and seizing opportunities for growth. The agility, empathy and innovation displayed by leaders during the crisis have reshaped the industry's leadership paradigm. As we move forward, effective leadership in hotel management post-COVID-19 will continue to evolve. The lessons learned during this crisis will shape a more resilient, sustainable and inclusive future for the industry.

Leaders who can blend traditional hospitality values with these new leadership imperatives will thrive in the years to come.

In conclusion, the post-pandemic hospitality landscape is marked by leadership that is agile, empathetic, community-oriented and technologically adept. Leaders must have the ability to invoke influential and authoritative power when faced with crisis management situations, employing agile leadership to promote autonomy among employees when required. Leaders should stay pliable and open to new strategies to navigate the new norm in hospitality.

Change management and continuous transformation promise a brighter future for an industry that has weathered the storm and emerged stronger.

Dr. Miranda Kitterlin-Lynch is an associate professor in the Chaplin School of Hospitality and Tourism Management at Florida International University. Dr. James Arthur Williams is an associate professor and faculty director of the Haslam Scholars Program at the University of Tennessee and is the owner of UNMASKYTP consulting, LLC.

The opinions expressed in this column do not necessarily reflect the opinions of Hotel News Now or CoStar Group and its affiliated companies. Bloggers published on this site are given the freedom to express views that may be controversial, but our goal is to provoke thought and constructive discussion within our reader community. Please feel free to contact an editor with any questions or concern.

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