Creating Strong Listening Environments: A Key Hospitality Management Task

Brownell, Judi

doi:10.1108/09596119410059182

Cited by 26 publications

(29 citation statements)

References 47 publications

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“…As noted earlier, while previous research has addressed the competencies required for leadership effectiveness in clubs, hotels, casinos, restaurants, and other segments (Brownell, 2004;Choi, 2006;Enz, 2003;Perdue et al, 2002), virtually no studies have focused specifically on the cruise industry as an organizational context. The unique aspects of the shipboard environment-Stewart's demands and constraints-suggest that skills and attributes/abilities may be distinctive.…”

Section: Micro Dimensions Of Cruise Contextmentioning

confidence: 95%

“…Without the hierarchies and inherent shipboard structures that constrain Cruise Directors, General Managers are able more easily to create flatter organizations that allow for more frequent horizontal exchanges and increased teamwork. Listening, which contributes to a service-centered environment (Brownell, 2004), was the only skill that appeared in the top rankings of both General Managers and Directors.…”

Section: Nature Of the Organizational Structure: Hierarchical Vs Flatmentioning

confidence: 99%

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Leading on land and sea: Competencies and context

Brownell

2008

International Journal of Hospitality Management

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The purpose of this study was to identify the competencies hospitality unit leaders perceived to be most critical for career development, and to determine whether perceptions of the importance of various skills and attributes/abilities varied when leaders worked in different organizational contexts. Leaders from two hospitality segments, land-based hotels and ocean-based cruise ships, participated in the study. Findings indicated notable differences between the two samples on a number of items.A background of relevant research on hospitality leadership competencies is provided. Contextual variables are examined as they contribute to better understanding differences in perceived competency requirements between land-based and ship-based leaders. Four contextual dimensions (staff composition, task requirements, organizational structure, and the external environment) are explored. A conceptual model is presented that illustrates the posited influence of organizational context on hotel and ship leadership competencies as they impact both selection processes and development activities.Results of this opinion-based study suggest that, while senior hotel and ship practitioners share a need for certain core competencies (positive attitude and effective listening), organizational context likely influences the relative importance of specific skills and attributes/ abilities required for effective leadership in each industry segment. Findings support previous research and have implications for educators, practitioners, and researchers. r

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Section: Micro Dimensions Of Cruise Contextmentioning

confidence: 95%

Section: Nature Of the Organizational Structure: Hierarchical Vs Flatmentioning

confidence: 99%

Leading on land and sea: Competencies and context

Brownell

2008

International Journal of Hospitality Management

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“…A relationship between trust and AEL is suggested by the growing emphasis on the importance of building trusting relationships between buyers and sellers through effective communication and empathy (Dwyer, Schurr, & Oh, 1987;MacMillan, Money, Money, & Downing, 2005;Morgan & Hunt, 1994). Trust has been found to be related directly to effective listening in both personal selling (Ramsey & Sohi, 1997) and management (Brownell, 1994) contexts. A positive association between relationship quality and effective listening has been theorized (Brownell, 1995) and suggested empirically by a positive association between customers' anticipated future interaction with salespeople and the quality of listening of the salespeople (Ramsey & Sohi, 1997).…”

Section: Questionnairementioning

confidence: 95%

Development and validation of the active empathetic listening scale

2005

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This article presents a scale to measure active empathetic listening (AEL) of salespeople. AEL is defined as a form of listening practiced by salespeople in which traditional active listening is combined with empathy to achieve a higher form of listening. The AEL scale is composed of three dimensions: sensing, processing, and responding. Itemgeneration procedures and the results of three empirical studies are presented. Study 1 establishes that the item set is suitable for differentiating between effective and ineffective listeners from the point of view of customers. Study 2 determines that the item set is suitable for use by self-report of salespeople, establishes that it conforms to the three theoretical dimensions, and that it possesses convergent validity. Study 3 further refines the item set, confirms the dimensionality of the scale, and establishes that the scale possesses construct validity in the form of discriminant and nomological validity.

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“…This development of the managerial function favours management that is better adjusted to the needs of the tourist, as well as to the human resources of a hotel. Brownell (1994: 3) points out that future hotel organisations will be characterised by a growing emphasis on leaders whose role will not consist of controlling personnel, but in guiding, encouraging and stimulating them.…”

Section: Discussionmentioning

confidence: 99%