The paper "Leadership Styles of Managers at Tango Hotel Taipei " is an outstanding example of a management case study. Tango Hotel Taipei is managed at different levels to ensure that there is effective management across all the responsible departments to provide the customers with the best experiences at the hotel. The leaders at different levels employ different kinds of leadership styles to ensure the customers are not disappointed through the provision of the best corporate climate (Mind Tools 2016). The managers understand that the process of management is not an unstructured exercise basing on their different intuitions.
The managers have undertaken specific leadership styles to ensure they increase the overall profitability of the hotel. These have enabled them to have a significant influence on the employees geared towards the achievement of their stated objectives. To ensure they positively influence the employees, the leaders have adopted several leadership styles that affect their success within the hotel. Leadership styles Employed in the hotel depending on the levels of the managers at separate departments within the hotel. At the sales and production department, the leader employed the democratic type of leadership in which the leader has built up a consensus by allowing effective participation of all the staff members.
The leader allows active participating of the employees in the decision-making process (Clark, 2015). The main aim of this type of leadership style is to ensure the team members and the staff, in general, participates in the decision-making process, planning and setting the objectives of the department. The observable outcome for this type of leadership style is that there is a clear drawing of the staff’ s knowledge and skills as it has created a team that is committed to meeting their set objectives.
The leader has tapped the collective wisdom of the staff members making visible the collective results of better performance in the hotel. Within the same department, the other manager has employed the style of coaching the employees to ensure their development for the future development of the hotel. At this level, the manager shows the employees how to improve their performance and what is expected of them in positively developing the hotel. The style aims at helping the hotel employees connect their respective goals and objectives to those of the hotel.
The leader is aimed at showing the employees the power of innovation as well as developing their individual professional development. The most observable outcomes for these type of leadership style is visible on the already built lasting personal strengths of the employees as it is seen in their performance. All the employees are successful both at the personal level and at the working level with very minimal cases of defiance, unwillingness to change, and the lack of proficiency at the management level. At the human resource department, the top-level leader has employed the authoritative style of leadership.
The leader has the need to mobilize the people towards a common goal while staying focused on the end goals of the hotel. The leader has set high standards in the recruitment process of the employees and obsessive about doing things faster, better and requires all the people to work harder to ensure better performance. The main aim of this type of leadership style is to ensure the best recruitment of staff members by exposing them to the substantial pressure that will enable them to work best under any conditions within the hotel.
The observable outcome of this type of leadership is that the new members of staff can work under any pressure effectively to produce the desired results. The leader has overall control over the employees and monitors their activities minimizing irregularities and ensuring they are recruited, trained and allowed to work in alignment with the company’ s objectives. The control function of the leadership has clearly been achieved through this style of leadership (Mind Tools, 2016).
Boyes, W. (2013). Characteristics of the Market Structures. Viewed 10 July , Retrieved from http://college.cengage.com/economics/boyes/fundamentals/2e/instructors/protected/toc/ch06/section69.html
Chand, S. (2015). Socialisation: Concept and Phases of Socialisation Process. Viewed 10 July, Retrieved from http://www.yourarticlelibrary.com/hrm/socialisation-concept-and-phases-of-socialisation-process/35287/
Clark, D. (2015, August 17). Leadership Styles. Viewed 9 July, 2016 Retrieved from http://www.nwlink.com/~donclark/leader/leadstl.html
CRMTrends. (2016). Loyalty Programs. Viewed 11 July, 2016 Retrieved from http://www.crmtrends.com/loyalty.html
Economics Online Ltd (2016). Economics Online. Viewed 10 July, 2016, Retrieved from http://www.economicsonline.co.uk/Competitive_markets/Price_elasticity_of_demand.html
Ehrens, T. (2014, November). customer relationship management (CRM) . Viewed 10 July, 2016 Retrieved from http://searchcrm.techtarget.com/definition/CRM
Food Industry Asia (2016). Food and Beverage Trends: What Will Shape the 2016 Global Market? . Viewed 9 July, Retrieved from https://foodindustry.asia/food-and-beverage-trends-what-will-shape-the-2016-global-market
Global Food Forum (2016). 2016 Food Trends. Viewed 10 July, 2016 Retrieved from http://www.globalfoodforums.com/food-news-bites/2016-food-trends/
Griffin, D. (2016). The Effect of Competition on Pricing Strategy. Viewed 10 July, 2016Retrieved from http://smallbusiness.chron.com/effect-competition-pricing-strategy-1109.html
Her Majesty the Queen in Right of Canada (2011). Viewed 10 July , Global Trends: Sustainable Food and Beverage. Retrieved from https://www.google.com/url?sa=t&rct=j&q=&esrc=s&source=web&cd=4&cad=rja&uact=8&ved=0ahUKEwi62dngjuvNAhXFSxoKHalYBygQFggwMAM&url=https%3A%2F%2Fwww.gov.mb.ca%2Fagriculture%2Fmarket-prices-and-statistics%2Ffood-and-value-added-agriculture-statistics%2Fpubs%2
Johnson, R. (2016). 5 Different Types of Leadership Styles. Viewed 10 July, 2016Retrieved from http://smallbusiness.chron.com/5-different-types-leadership-styles-17584.html
Olenski, S. (2014, December 22). 8 Reasons Why Loyalty Programs Are Imperative For Marketers. Viewed 10 July, Retrieved from http://marketingland.com/8-reasons-loyalty-programs-imperative-marketers-109077
Pose-Juan, E. T.-G. (2016). Recent Trends in Food Science & Technology Articles. Viewed 11 July, Retrieved from http://www.journals.elsevier.com/trends-in-food-science-and-technology/recent-articles
Salesforce. (2016). How do we define CRM? Viewed 9, July Retrieved from http://www.salesforce.com/uk/crm/what-is-crm.jsp
Smriti, C. (2015). Market Structure: Meaning, Characteristics and Forms | Economics. Viewed 9 July Retrieved from http://www.yourarticlelibrary.com/economics/market/market-structure-meaning-characteristics-and-forms-economics/28736/
Sothea, S. (2013, Novemebr 28). Socializing the new employee, placement and induction . Viewed 10 July Retrieved from http://www.slideshare.net/samsothea9/socializing-the-new-employee-placement-and-induction
Taylor, M. (2014 , December 24 ). 4 CRM Objectives And Goals To Set . Viewed 10 July Retrieved from http://crm.walkme.com/4-crm-objectives-goals-set/
The Hartman Group (2016, March 4). Food and Beverage Trend Spotting: Emerging Ingredients and Flavors and How to Find Them. Viewed 10 July, 2016 Retrieved from http://www.forbes.com/sites/thehartmangroup/2016/03/04/food-and-beverage-trend-spotting-emerging-ingredients-and-flavors-and-how-to-find-them/#14a7f12b5b62
Tools, M. (2016). Leadership Styles: Choosing the Right Approach for the Situation. Retrieved from https://www.mindtools.com/pages/article/newLDR_84.htm
Tutor2u. (2015). Explaining Price Elasticity of Demand. Viewed 10 July Retrieved from