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Ibis leadership presentation[new]


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Ibis leadership presentation[new]

  1. 1.  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
  2. 2.  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)
  3. 3. "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)
  4. 4. 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
  5. 5. 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
  6. 6. 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)
  7. 7. 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 )
  8. 8.  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)
  9. 9. 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)
  10. 10. Motivation is the combination of effort plus desire to achieve the goal of learning the language. (Gardner, 1994)
  11. 11. 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
  12. 12.  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)
  13. 13.  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)
  14. 14.  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
  15. 15. 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)
  16. 16.  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
  17. 17.  The Teal Trust (2011) Definition of Leadership. Available from: (Accessed on 25th Sept 2011)  Incentive Performance Centre (2011) Motivation moves people....people move business. Available from: (Accessed on 25th Sept 2011)  Changing Minds (2011) Extrinsic Motivation. [online] Available from: (Accessed on 25th sept 2011)  Mind Tools (2010) Leadership Styles [online] Available from: (Accessed on 23rd Sept 2011)  IBIS (2011) Primary research at IBIS, Heathrow
  18. 18.  Mullins, J. L (2001) Hospitality Management and Organisational Behaviour, 4th edn. UK: Pearson Education  Tutor2U (2011) People- Theories of Motivation [online] Available from: (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: (Accessed on 24th Sept 2011)  Accor group (2011) About IBIS hotels. Available from: (Accessed on 23rd Sept 2011)  Trip Advisor (2011) IBIS reviews. Available from: Ibis_Barcelona_Meridiana-Barcelona_Catalonia.html (Accessed on 5th Oct 2011)
  19. 19. THANK YOU