2.  Brief Background on IBIS
 Different Leadership styles adopted by Leaders
 Related theories
 Role of Motivation
 Motivation theories and its importance in IBIS
 Recommendations for IBIS

3.  Started in 1974 in Bordeaux, France
 Currently owned and run under the belt of Accor
Hotels
 IBIS chain of hotels are spread over 40 countries
 In January 2011, IBIS opened its 900th chain of hotel in
Tangiers, Morocco
 Mostly known as budget hotels covering locations
close to city centres, airports and rail stations
(Accor group, 2011)

4. "a function of knowing yourself, having a vision that is
well communicated, building trust among colleagues,
and taking effective action to realize your own
leadership potential." (Bennis, 1999)

5. Autocratic
A leader who is very directive in giving direction
Prefers to take decisions without involving his team members.
(Lewin, 1930)
At IBIS it was observed that this style of leadership is dominant in
F&B department especially with kitchen management staff like
the executive chef & Sous chef
Democratic
A leader who is patriotic towards his team members
Prefers to share work and involve everyone in decision making
process.
(Lewin, 1930)
At IBIS this style of leadership is very well observed at the top level
Hierarchy starting from the CEO to the Head of Departments

6. Laissez-faire
Leader adopting or portraying this style of leadership is
either by his behaviour or by nature of work.
Also known to be laid back or sometimes working in a
team full of experts
(Lewin, 1930)
(Mullins, 2010)
At IBIS this style of leadership was observed only in the
IT department where there was a small team of experts
working together with the IT manager

7. Denis Hennequin, the current chairman and CEO of IBIS
has been titled as a “rock n roll CEO” (NY Times, 2007)
His style of leadership is based on his “overt Behaviour”
Also seen to be optimistic, full of energy and people
oriented person.
Best relates to “Democratic” style of leader because of
his demand in market, excellence performance as a
leader in McDonalds group for 27 years that lead to
high profits and development of people.
(Restaurant News Release, 2011)

8. HERSEY AND BLANCHARD’S SITUATIONAL LEADERSHIP THEORY
(1968)
 Telling– Leaders tells their followers what to do, and how to do it.
(At IBIS this style was commonly observed with the Managers working
in the Food & Beverage Department whereby the managers tell stewards
and other staff members about their duties)
 Selling– Leaders provide information and direction, but
communication with followers is emphasised. Leaders "sell" their
message to get the team.
(At IBIS, this style of leadership was only observed in the Finance
department )

9.  Participating– Leaders focus more on the relationship and less on
direction. They work with team and shares decision-making
responsibilities.
(This style of was commonly observed with Front of house department
manager, IT manager and with the cafe manager at IBIS)
 Delegating– Mostly the responsibilities are delegated by Leaders onto
the followers but they still monitor progress, and are less involved in
decisions making process.
(Commonly observed with the general manager of the hotel while giving
directions to the head of departments at IBIS)
(Changing Minds, 2011)

10. Great Man Theories
 Based on the belief that leaders are exceptional people,
born with natural qualities, destined to lead.
Trait Theories
 Leadership traits can be either inherited and infiltrated
based on the personalities, characteristics and skills of
many leaders.
Behaviourist Theories
 These concentrate on what leaders actually do rather than
on their qualities. Different patterns of behaviour are
observed and categorised as 'styles of leadership'.
(Changing Minds, 2011)

11. Motivation is the combination of effort plus desire to
achieve the goal of learning the language.
(Gardner, 1994)

12. MASLOW HIERARCHY OF NEEDS
Personal Growth &
Fulfilment
Achievement,
status, reputation
Family,
Relationships, work
groups
Basic security,
stability
Basic Life
needs like
food & shelter
,
ff
on
Staff
Lockers,
Pension
Plan
Cr
Trai
Empo
S
M
M
Staff drink
evenings
day out
from staf
fund

13.  The more motivated the employees are, the more
empowered the team is.
 The more is the team work and individual employee
contribution, more profitable and successful is the
business.
 Better services helps hotels in retaining their guests.
 Motivated employees also help in building brand
image
(Incentive Performance, 2011)

14.  To maintain a “Multi-skilled” team is a part of their
strategy.
 Strategy includes cross-training staff
 Rewarding employees and managers with
complimentary stay at IBIS
 Give staff extra responsibilities and sharing work with
manager on shift
 Maintaining Transparency
 Providing safe and family atmosphere
(IBIS press release, 2010)

15.  Due to high level of competition in this industry IBIS need to
not only retain its customers but does also need to retain its
employees. This can be achieved by giving empowerment to
employees and delegating more responsibilities that could boost
their Morale.
 Good reward plan and better rewards could also encourage
employees of IBIS to spread a positive brand image and show
their pride in working with the company
 While providing cross-training , IBIS could also plan to send
their employees for exchange training programme like for
instance a Sous Chef could be sent to Malaysia from UK and vice
versa which could help enhance his skills and also increase his
level of motivation

16. Limitations:
Lobby / breakfast area Limitation
Small Meeting Room
Swimming Pool
Lack of Twin rooms to feed travel agents’ needs
Strategy:
 Increase the size of the lobby, meeting room and swimming pool
 Increase the number of twin rooms
 Focus more on business segment and individual travellers
 Online Check-in
(Trip Advisor, 2011)

17.  Leadership plays and important role in the growth and
sustainability of business
 Various styles of leadership can be adopted by leaders
;Different theories suggest different styles that can be
adopted either by situation or can be purely based on
behaviour
 Motivation is combination of efforts to achieve desired
goals
 Various theories suggests that motivation is an integral
part of every business success
 Motivation can be maintained by understanding social
needs as suggested by Maslow or can be managed by
evaluating individuals through theory X and Y

18.  The Teal Trust (2011) Definition of Leadership. Available from:
http://www.teal.org.uk/leadership/definition.htm (Accessed on 25th Sept 2011)
 Incentive Performance Centre (2011) Motivation moves people....people move
business. Available from: http://www.teal.org.uk/leadership/definition.htm (Accessed on
25th Sept 2011)
 Changing Minds (2011) Extrinsic Motivation. [online] Available from:
http://changingminds.org/explanations/theories/extrinsic_motivation.htm (Accessed on
25th sept 2011)
 Mind Tools (2010) Leadership Styles [online] Available from:
http://www.mindtools.com/pages/article/newLDR_84.htm (Accessed on 23rd Sept 2011)
 IBIS (2011) Primary research at IBIS, Heathrow

19.  Mullins, J. L (2001) Hospitality Management and Organisational Behaviour, 4th edn. UK:
Pearson Education
 Tutor2U (2011) People- Theories of Motivation [online] Available from:
http://tutor2u.net/business/gcse/people_motivation_theories.htm (Accessed on 24th May
2011)
 Northhouse, G. P (2010) Leadership Theory and practice 5th edn. UK: Sage :Publications
 Tutor2U(2011) Maslow’s Hierarchy of Needs. Available from:
http://tutor2u.net/business/people/motivation_theory_maslow.asp (Accessed on 24th Sept
2011)
 Accor group (2011) About IBIS hotels. Available from:
http://www.accor.com/en/brands/brand-portfolio/ibis.html (Accessed on 23rd Sept 2011)
 Trip Advisor (2011) IBIS reviews. Available from:
http://www.tripadvisor.co.uk/ShowUserReviews-g187497-d231518-r114905668-
Ibis_Barcelona_Meridiana-Barcelona_Catalonia.html (Accessed on 5th Oct 2011)

20. THANK YOU