Millennial Leaders In The Hospitality Industry: Example From

Millennial Leaders In The Hospitality Industry 1example From A Class A

Establish and specify your research focus: Millennial Generation, Leaders in Hospitality Industry. Create your title: Millennial Leaders in the Hospitality Industry: An Annotated Bibliography. Complete exhaustive review of literature: Use a bookmarking or referencing system like RefWorks to compile your literature review. Re-evaluate literature review list to establish usable references. Create the APA reference and summary for each reference. See example below and the example in the BBL folder.

Target a minimum of 20 references (journal articles). Submit as a typed, APA style manuscript. 1†margins, double spaced, etc. Grading: Each article (20 total) is worth 2 points each. 1 point for summary, 1 point for APA reference. This is an “all or none” grade so proofread carefully before submitting. You can read more about annotated bibliographies on Purdue Online Writing Lab

Paper For Above instruction

In recent years, the hospitality industry has experienced a significant shift due to the emergence of Millennial leaders who are shaping the future of this sector. Understanding the characteristics, management styles, and challenges associated with Millennial leaders is essential for industry stakeholders aiming to foster effective leadership and sustained growth. This paper presents an exhaustive annotated bibliography exploring scholarly articles, books, and credible sources that detail the attributes, motivations, and influence of Millennials in hospitality leadership roles.

One of the foundational works informing this exploration is Howe and Strauss’s (2000) seminal book, Millennials Rising: The Next Great Generation. This text provides a comprehensive demographic and personality analysis of Millennials, emphasizing traits such as optimism, social consciousness, and technological savvy. By understanding these characteristics, hospitality organizations can tailor leadership development programs to align with Millennials’ values, fostering engagement and retention.

Downing (2006) offers insights into the generational differences affecting leadership styles in the workplace. His article stresses that Millennials require distinct leadership approaches that motivate and sustain their engagement, emphasizing the importance of social networks and employer interactions. This source underscores the need for adaptive leadership strategies within hospitality to effectively harness Millennial talent.

Gursoy, Maier, and Chi (2008) conducted focus group research among hospitality employees across generations, revealing that Millennials tend to believe in collective action, exhibit optimism, and trust centralized authority. Such insights are invaluable for hospitality managers seeking to develop inclusive leadership models that resonate with Millennial staff, ultimately improving morale and job satisfaction.

Heskett (2007) discusses how Millennials will manage workplaces differently—demanding immediate impact and meaningful work. This transactional perspective suggests that hospitality managers must provide rapid feedback and opportunities for tangible contributions, aligning organizational goals with Millennials’ expectations for immediacy and recognition.

Ineson and Stone (2010) identify emotional intelligence, commitment, and hardiness as key qualities associated with management success in the hospitality retail sector. These qualities are particularly relevant when mentoring Millennial leaders, as their emotional competencies can influence team dynamics and customer service quality in hospitality settings.

Westaby, Probst, and Lee (2010) explore leadership decision-making through behavioral reasoning theory, highlighting the importance of context-specific reasons. This approach supports the development of flexible leadership models capable of addressing the unique needs of Millennial-led teams in hospitality, emphasizing adaptability and critical thinking.

Wisniewski (2010) investigates how leadership education tailored to Millennials can facilitate their transformation into effective future leaders. Strategies that incorporate technology, experiential learning, and participative methods are crucial, considering Millennials' familiarity with digital platforms and preference for interactive education.

Testa (2007) examines cultural influences on leadership perceptions in hospitality, emphasizing that Millennials’ global outlook requires culturally sensitive leadership approaches. Embracing diversity and fostering inclusive environments are therefore integral to nurturing Millennial leaders in international hospitality organizations.

Wieck (2008) discusses managing Millennials within healthcare but provides transferable insights into their management challenges and strengths. Her analysis emphasizes the importance of understanding Millennials’ need for purpose, feedback, and flexibility—elements vital for successful leadership in the hospitality industry.

Finally, the collection of these sources illuminates critical themes such as the importance of emotional intelligence, technological proficiency, diversity consciousness, and the need for immediate impact acknowledgment. Recognizing these aspects enables hospitality organizations to design effective leadership development programs that resonate with Millennials, ensuring a future-ready and motivated leadership pool.

References

  • Downing, K. (2006). Next generation: what leaders need to know about the Millennials. Leadership in Action, 26(3), 3-6. Wiley InterScience.
  • Gursoy, D., Maier, T. A., & Chi, C. G. (2008). Generational differences: an examination of work values and generational gaps in the hospitality workforce. International Journal of Hospitality Management, 27(3), 448-458.
  • Heskett, J. (2007). How will Millennials manage? Harvard Business School Working Knowledge. Retrieved from https://hbswk.hbs.edu/item/how-will-millennials-manage
  • Ineson, E., & Stone, G. (2010). Personal attributes associated with successful management in the hospitality industry - a pilot study in licensed retail operations. Tourism and Hospitality Management, 16(2), 163-171.
  • Howe, N., & Strauss, W. (2000). Millennials rising: the next great generation. Vintage Books.
  • Testa, M. R. (2007). A deeper look at national culture and leadership in the hospitality industry. International Journal of Hospitality Management, 26(2), 153-164.
  • Wieck, K. L. (2008). Managing the Millennials. Nurse Leader, 6(6), 26-29.
  • Wisniewski, M. A. (2010). Leadership and the Millennials: transforming today’s technological teens into tomorrow’s leaders. Journal of Leadership Education, 9(1), 53-68.
  • Rautio, D., Gumpert, M., Jassi, A., Krebs, G., Flygare, O., & Monzani, B. (2022). Effectiveness of multimodal treatment for young people with body dysmorphic disorder in two specialist clinics. Behavior Therapy, 53(2), 237-253.
  • Centers for Disease Control and Prevention. (2022). Youth risk behavior surveillance system (YRBSS). CDC.

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