No abstract

Competency models can be useful tools for identifying and grooming future leaders. Rather than base leadership assessment on personality traits or other unrelated characteristics, competency models specify the actions and behavior needed for successful leaders. While some hotel companies have begun to identify leadership competencies, the hotel industry does not have an overall competency model. Starting with competency models from other industries and the assessments from a pilot study, the authors compiled a list of 99 competencies or skills (grouped into eight overarching factors comprising 28 dimensions) that might contribute to leadership success in the hospitality industry. Those competencies were rated on a five-point scale, ranging from not at all important to extremely important, in a survey of 137 industry leaders. The competency labeled "self-management" was the top dimension (of the 28)-composed of ethics and integrity, time management, flexibility and adaptability, and selfdevelopment. Second in importance was competency in strategic positioning, comprising awareness of customer needs, commitment to quality, managing stakeholders, and concern for the community. (However, concern for the community was rated least important compared to the other three dimensions in that category). Industry knowledge, leadership, and interpersonal skill were factors that, while important, were ranked lower by the respondents.

No abstract

Caucasian managers from the hospitality industry used a managerial attribute inventory to rate 1 of 5 target groups: successful manager,

Access to this document was granted through an Emerald subscription provided by emerald-srm:368933 [] For AuthorsIf you would like to write for this, or any other Emerald publication, then please use our Emerald for Authors service information about how to choose which publication to write for and submission guidelines are available for all. Please visit www.emeraldinsight.com/authors for more information. About Emerald www.emeraldinsight.comEmerald is a global publisher linking research and practice to the benefit of society. The company manages a portfolio of more than 290 journals and over 2,350 books and book series volumes, as well as providing an extensive range of online products and additional customer resources and services.Emerald is both COUNTER 4 and TRANSFER compliant. The organization is a partner of the Committee on Publication Ethics (COPE) and also works with Portico and the LOCKSS initiative for digital archive preservation. AbstractThis study examined perceptual similarities and differences between customers and employees in terms of critical service incidents. Specifically we explored the extent to which customers and employees were similar or different in summary perceptions of service failures and recovery, the attributions made by the two perspectives in terms of causes for failures and recovery efforts, and whether each perspective believed that age, gender or race contributed to service failures or recovery. The critical incidents technique was used to collect 1,512 customer-reported incidents and 390 employee-reported incidents. Results revealed that customers and employees had both similar and different views depending on the ultimate outcome of the encounter. Overall, customers and employees were fairly similar in their perceptions regarding failures that ultimately resulted in a good recovery effort. However, the two perspectives differed in their views of service failures that accompanied a poor recovery effort. Conclusions and implications for practice are also provided. Electronic accessThe Emerald Research Register for this journal is available at www.emeraldinsight.com/researchregisterThe current issue and full text archive of this journal is available at www.emeraldinsight.com/0887-6045.htm Perceptual similarities between customers and employeesFrontline service employees are often considered boundary spanners in that they link an organization with the environment (i.e. customers) within which the organization operates (Bowen