GENEMAR G.

MORTERA

ARTICLE 3: Leadership and behavioral integrity in the restaurant industry: the

moderating roles of gender

Historically, the hospitality industry has been dominated by men. However, the
dynamics of corporate leadership in the hotel industry are changing, and more women
are breaking the glass ceiling by putting themselves forward for leadership roles,
despite facing challenges in the workplace and balancing personal lives. (Fraught
2019). The business world has evolved throughout the years, and there is more of a
connection between leaders and their teams. It's important to lead with understanding,
compassion and empathy.

A leader with these qualities has the ability to understand that everyone views the world
through different perspectives and without judgement. Women who are empathic
leaders are often perceived as "too nice" and that is not the case; it takes a strong
leadership skill set to be a good listener and understand the deep layers of all sides. An
empathetic work environment leads to happier employees who feel a stronger sense of
belonging and ultimately take will better care of our guests and business.

Gender differences and leadership styles have been studied extensively in the field of
leadership over the last several decades. Issues such as whether sexes lead differently
at work, whether this various art of going to lead is based on gender differences, and
etc. Few of these issues compel researchers to investigate why this is so, and what can
be done to instill effective leadership in this competitive environment. In the realm of
leadership, the "equality" debate frequently challenged women to "do as men have
always done," or better. As a result, they were forced to adopt leadership practices that
were common in gendered organizations at the time. As useful as the distinctions
between sex and gender, female and feminine are, recognizing "gender" as a social
construct may not be enough. In fact, the distinction between sex and gender may be
based on an uncritical acceptance of the nature-culture distinction, which considers the
body to be a single trait.

Despite the fact that the hospitality industry is expanding, there are few women in senior
management positions. Women make up 55.5 percent of the workforce in the hotel
industry, but men manage it because women are mostly found in positions that are
stereotypically associated with their gender, such as sales directors, housekeeping, and
marketing. According to the study findings, women are equally capable as their male
counterparts and acquire skills that are considered more effective in the hospitality
industry. They are nurturing, have improved communication skills, are caring, and adopt
supportive behaviors.

Men and women have consistently been assigned agentic and communal
characteristics in studies. Female characteristics such as friendliness, sensitivity, and a
collaborative nature are valued, while male characteristics such as assertiveness,
competitiveness, and strength are valued (Eagly & Crowley, 1986; Mesch, Brown,
Moore, & Hayat, 2011). In addition to experiential distinctions, previous research has
shown that gender of followers can impact interactions between hospitality leader and
the followers. Individual and organizational culture influence people's perceptions and
behaviors, so leadership is contextual. As a result, we should not continue to obtain the
most efficient mechanism of interacting with customers.

A gendered binary appears to be at work in the distinction between a "entity" approach

that offers a "realist" perspective on leadership and a more "relational" approach that
offers a "constructivist" perspective in leadership research. According to Uhl-Bien
(2011), the realism/entity approach is more masculine, while the
constructionist/relational approach is more feminine. The relational perspective, on the
other hand, is mainly concerned in being in relationship with others and shifting away
from centralized organization (Uhl-Bien 2011, 67).

Institutions must keep an eye on segments, areas, districts, and areas to see if there
are any patterns of voluntary female turnover or female participation rates at all levels.
Organizational learning that emphasizes the importance of establishing trust with
employees by keeping promises, being consistent, and sharing information value
systems can be highly helpful in teams with a higher percentage of female employees,
such as housekeeping.

It is suggested that women and men features, job performance, and expectations are
distinctive. Such distinctions, even so, were just not examined in this work. As a result,
future research should focus on clarifying the mechanisms involved by which gender
alters the behavioral integrity—trust relationship. Future work could also look into the
impact of other followers' beam deflection on the ethical leadership connection.

Links and references

1. Gender issues in Corporate Leadership. Devona Shapiro, Marilea Bramer
https://link.springer.com/referenceworkentry/10.1007%2F978-94-007-1494-6_74

2. Leadership and Gender Differences—Are Men and Women Leading in the Same
Way?
https://www.intechopen.com/books/contemporary-leadership-challenges/leadership-
and-gender-differences-are-men-and-women-leading-in-the-same-way-

3. Women in Hotel Management and Leadership: Diamond or Glass?

https://www.researchgate.net/publication/281267278_Women_in_Hotel_Manageme
nt_and_Leadership_Diamond_or_Glass