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Nov 24, 2024

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 Overview of challenges in the tourism and hospitality industries  Need for adaptability to changing travel patterns  Shortage of skilled workers in Australia  Importance of a global positioning plan in a competitive marketplace  Necessity of a comprehensive strategy for environmentally responsible operations  Planning for contingencies to build resilience  Impact of disruptive technologies and changing customer demands  Alignment with societal standards and the importance of social licensing  Post-COVID consequences on travel patterns and health regimens  Emphasis on identifying and addressing challenges for long-term growth Current Constraints and Challenges Leroy, H., Segers, J., van Dierendonck, D., & den Hartog, D. (2018). Managing people in organizations: Integrating the study of HRM and leadership. Human Resource Management Review , 28 (3), 249–257. sciencedirect . https://doi.org/10.1016/j.hrmr.2018.02.002 Zhao, S., Liu, M., Zhu, C. J., & Liu, H. (2020). The role of leadership in human resource management: perspectives and evidence from Asia Pacific. Asia Pacific Business Review , 1–5. Tandfonline . https://doi.org/10.1080/13602381.2020.1779496

 Servant Leadership:  Servant leadership seeks to achieve a vision by providing strong support to employees.  Transformational and Transactional Leadership:  Combines inspiration and motivation with clear expectations and rewards for effective leadership.  Agility and Resilience Leadership:  Navigates change with adaptability, quick decision-making, and the ability to rebound from setbacks.  Ethical Leadership:  Guides decision-making with moral principles, emphasizing integrity and responsibility.  Tailoring Your Leadership Style:  Adapts leadership approach to fit specific needs, enhancing effectiveness and responsiveness Leadership Styles Anderson, M. H., & Sun, P. Y. T. (2017). Reviewing Leadership Styles: Overlaps and the Need for a New “Full- Range” Theory. International Journal of Management Reviews , 19 (1), 76–96. Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: Literature review. Journal of Management Development , 35 (2), 190–216. https://doi.org/10.1108/JMD-01-2015-0004

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 Servant Leadership:  Emphasizes serving others first, fostering collaboration and empathy.  Prioritizes the needs of the team, creating a positive organizational culture.  Aligned with our emphasis on team cohesion and positive workplace dynamics.  Empowering Leadership:  Entrusts teams with decision-making responsibilities.  Fosters a sense of ownership and motivation among team members.  Encourages autonomy, aligning well with the adaptability needed in our dynamic industry.  Integration of Styles:  Strategic integration of both servant and empowering leadership styles.  Aims to create a leadership culture that prioritizes team well-being and growth.  Empowers team members to contribute meaningfully to our vision of sustainable growth. Leadership Analysis Richman, N. (2015). Human Resource Management and Human Resource Development: Evolution and Contributions. Creighton Journal of Interdisciplinary Leadership , 1 (2), 120. Researchgate . https://doi.org/10.17062/cjil.v1i2.19

 Steps: cataloging, ranking, discussing, and participating  Facilitation of identification and ranking of stakeholders  Open channels of communication and involvement in decision- making  Addressing concerns and prioritizing stakeholder needs  Strategic direction communication through honed communication abilities Stakeholder Engagement Model Stakeholder Engagement Model Cataloging Ajila, C., Akanni, A., & Ekundayo, O. (2012). LEADERSHIP AND STRATEGIC HUMAN RESOURCE MANAGEMENT IN THE NIGERIAN LOCAL GOVERNMENT COUNCILS . 2 (9). https://core.ac.uk/download/pdf/234673305.pdf

Leadership Agility  Dynamic and responsive leadership style for a fast-paced sector  Importance in problem-solving, decision- making, continuous learning, and adaptability  Success in adjusting strategies to changing consumer demands  Encouraging collaborative work and swift action  Developing a culture of leadership agility for seizing opportunities  Managing existing issues in the dynamic hotel and tourism sector Olive U, E. (2019). The Impact of Leadership on Human Resources Management Practices in the Organization. JOURNAL of EDUCATION and HUMAN DEVELOPMENT , 8 (3). https://doi.org/10.15640/jehd.v8n3a15

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 'Establish Recruitment Objectives': Define goals and qualifications for the General Manager role.  'Develop a Recruitment Strategy': Formulate a plan, identify channels for candidate sourcing.  'Carry Out Recruitment Activities': Execute planned activities, align with diversity and inclusion goals.  'Measure Recruitment Results and Evaluate': Implement metrics, assess effectiveness, and adjust future strategies.  This model guides a meticulous recruitment process, essential for securing the right candidate post- pandemic. Human Resource Processes Siraj, N., Hágen, I., Cahyadi, A., Tangl, A., & Desalegn, G. (2022). Linking Leadership to Employees Performance: The Mediating Role of Human Resource Management. Economies , 10 (5), 111. mdpi. https://doi.org/10.3390/economies10050111 Establish Recruitment Objectives Carry Out Recruitment Activities Develop a Recruitment Strategy Measure Recruitment Results and THE RECRUITENT PROCESS MODEL

 Importance of workforce planning in a talent-driven market  Alignment of HR goals with business objectives  Efficient deployment enabled by a strong staff planning strategy  Proactive management based on understanding labor demographics  Contribution to the development of more competent business managers  Ensuring success in the face of unpredictability through specialized training  Integration of human resource methods with leadership skills for a robust, flexible, and engaged workforce Workforce Planning Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: Literature review. Journal of Management Development , 35 (2), 190–216. https://doi.org/10.1108/JMD-01-2015-0004

Ajila, C., Akanni, A., & Ekundayo, O. (2012). LEADERSHIP AND STRATEGIC HUMAN RESOURCE MANAGEMENT IN THE NIGERIAN LOCAL GOVERNMENT COUNCILS . 2 (9). https://core.ac.uk/download/pdf/234673305.pdf Ali, A. (2009). THE ROLE OF LEADERSHIP IN HUMAN RESOURCE MANAGEMENT A COMPARATIVE STUDY OF SPECIFIC PUBLIC AND PRIVATE SECTORS IN PAKISTAN. IBT Journal of Business Studies , 5 (2). https://doi.org/10.46745/ilma.jbs.2009.05.02.09 Anderson, M. H., & Sun, P. Y. T. (2017). Reviewing Leadership Styles: Overlaps and the Need for a New “Full-Range” Theory. International Journal of Management Reviews , 19 (1), 76–96. Leroy, H., Segers, J., van Dierendonck, D., & den Hartog, D. (2018). Managing people in organizations: Integrating the study of HRM and leadership. Human Resource Management Review , 28 (3), 249–257. sciencedirect. https://doi.org/10.1016/j.hrmr.2018.02.002 Olive U, E. (2019). The Impact of Leadership on Human Resources Management Practices in the Organization. JOURNAL of EDUCATION and HUMAN DEVELOPMENT , 8 (3). https://doi.org/10.15640/jehd.v8n3a15 Richman, N. (2015). Human Resource Management and Human Resource Development: Evolution and Contributions. Creighton Journal of Interdisciplinary Leadership , 1 (2), 120. Researchgate. https://doi.org/10.17062/cjil.v1i2.19 Siraj, N., Hágen, I., Cahyadi, A., Tangl, A., & Desalegn, G. (2022). Linking Leadership to Employees Performance: The Mediating Role of Human Resource Management. Economies , 10 (5), 111. mdpi. https://doi.org/10.3390/economies10050111 Yahaya, R., & Ebrahim, F. (2016). Leadership styles and organizational commitment: Literature review. Journal of Management Development , 35 (2), 190–216. https://doi.org/10.1108/JMD-01-2015-0004 Zhao, S., Liu, M., Zhu, C. J., & Liu, H. (2020). The role of leadership in human resource management: perspectives and evidence from Asia Pacific. Asia Pacific Business Review , 1–5. Tandfonline. https://doi.org/10.1080/13602381.2020.1779496 References

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